The characteristics of workforce diversity in the United States have been rapidly changing within organizations. This phenomenon presents a challenge for managers who are the ones called to manage employee diversity in the workplace. The awareness of psychological differences among diverse cultures has created a new working context within the dynamic of how individuals think, feel, behave, interact, and influence one another at work. Four types of psychological diversity studied in this research were related to the way people prefer to learn, do, relate, and grow within the working environment. Eight managers who had interacted within a diverse workforce were interviewed in order to gather data about their experiences and opinions. The themes that emerged from this research were the acceptance of diversity, the clarity of goals, and a fearless working environment. The lens provided by the work of Yang and Konrad on the institutional theory of diversity management and Cox’s resource-based theory of diversity management offered a framework for the study of the experiences shared by these managers. The findings suggested that the acceptance of diversity, the clarity of goals, and a fearless working environment could be key aspects for managing the different ways employees prefer to learn, act, relate, and grow within the work setting.