According to Giger and Davidhizar (2007), diversity has always been represented since the founding of the United States. Even though diversity was prevalent; the demographic profile continues to grow and change (Gordon, 2013). In order provide effective and efficient health services; health care organizations need to develop cultural and linguistic competence (Gordon, 2013). The aim for health care organizations is to achieve cultural competence as evidenced by every patient regardless of race, ethnicity, culture or language receiving the highest-quality care (Betancourt, Green, Carrillo, & Park, 2005). Betancourt, Green, Carillo, and Ananeh-Firempong II (2003) defined a cultural competent health care organization as one that recognizes and integrates the importance of culture, cultural differences, cultural knowledge and services to meet the distinctive needs of the culture. This cultural competence encompasses integration and interaction of beliefs, behaviors, disease prevalence and incidence and treatment outcomes for diverse patient populations (Betancourt et al., 2003). In the case study: Diversity Conflicts in the NICU the manager has identified practices in the NICU that are not representative of a culturally competent organization. While reflecting on the diverse population that her staff comprises of the manager debates changing her hiring practices to avoid the amount of growing conflicts. Gordon (2013) discusses how health care organizations have an obligation to develop policies and practices that will assist in recruiting, retaining, and managing the various cultures represented in the workforce to offer both culturally appropriate care and improved access to care. The Commonwealth Fund indicates five goals to eliminate barriers between health care providers and patients. These goals include: 1.) “Understand that patients and health care providers