The New England Aquarium was faced with a difficult dilemma. The organization wanted to become a representative entity of the city of Boston and characterize its ethnic, racial and economic diversity. However, by the late 1960s, the aquarium was considered inaccessible by minority communities. Therefore, its board of directors wanted to change this image. In the early 1990s they developed a plan to “attract and engage” previously underrepresented populations. At the same time, the education department began implementing programs aimed at minority youth. Despite good intentions, these efforts proved unsuccessful and jeopardized the cohesion of the department. Experiences of youth programs in the education department demonstrate significant structural and human resource management flaws. Issues that highlight structural flaws revolve around the mission and goals of the aquarium, as well as the configuration of the facility and its coordination. Human resource issues revolve around the conflicting relationships and needs of the aquarium and its inhabitants, including the minority youth. Perhaps the most visible and obvious structural problem revolves around the aquarium's mission and goals. As noted in the case study, the original mission statement “to raise awareness of the world of water through education, research and exposure” focuses on its goal of bringing marine life to the community. The new mission statement saw the aquarium as a “responsive community resource that appeals to the widest possible audience by offering the highest quality experience” and as “a culturally diverse staff.” When the new mission statement was implemented, diversity initiatives were limited to the education department. ..... half of the document ...... later adding minority youth to full-time staff is a good human resource management practice (Bolman p.146). This principle encourages people to work well in the hope of promotion, creates loyalty and allows younger staff to learn from older, more experienced members. The New England Aquarium's foray into diversity has been tumultuous, and administrators have learned their lessons the hard way. Despite the early problems administrators faced with programs for minority youth, the needs of both parties were ultimately addressed. The aquarium was reaching communities they had never reached before, while young people experienced significant employment opportunities. There were issues within the structural framework, but I am confident that the work Rosa Hunter did would eventually lead them to restructure themselves, find simpler ways to communicate, and work as a team to achieve their mission.