Public institutions in the United States have strived to provide a better societal experience for citizens. From education and crime prevention to housing and job efforts, public organizations seek to impact people's lives in a variety of ways. Leadership and management strategies and tactics have become integral to the success of organizations across the country. Specifically, embracing diversity and ethics are key elements for these organizations to achieve their goals. By integrating people from diverse backgrounds and aspiring to operate at a higher ethical level, these organizations improve their ability to effectively drive positive change and better meet the needs of the people they serve. Say no to plagiarism. Get a tailor-made essay on “Why violent video games should not be banned”? Get an original essay Developing approaches in organizations that address diversity issues is crucial for public organizations that serve an increasingly diverse audience , through which public organizations be better equipped to serve the general public. The organization must therefore develop a mix of tactics to demonstrate its sensitivity and commitment to the diverse communities it serves. These approaches can come from developing support structures for their managers, seeking input from the different communities they serve, providing easy access to the services they provide, developing communications in a variety of languages, promoting minority-owned businesses to serve their respective communities, and understanding cultural differences as well as facilitating communication between diverse communities. Ultimately, this essay will argue that organizations should strive to operate with an emphasis on intercultural communication as a cornerstone of their operations. This approach will achieve the best outcomes for the populations they serve while equipping their organizations with the capabilities required to identify and capitalize on future trends in their field to deliver the best outcomes for American citizens. Intercultural organizational communication can be seen all over the world in national governments, businesses, and nonprofit organizations. Adaptability and insight are necessary when interacting with individuals from diverse backgrounds (Farley, 2004). This ability is measured by an individual's cultural intelligence (CQ). People with high CQ often experience great success in pragmatic settings because they are able to reach and motivate large numbers of people to achieve larger organizational goals (2004). These leaders seamlessly blend and employ three components of communication and leadership, namely motivational, physical and cognitive approaches to achieve impactful results. In all aspects of CQ, Farley (2004) found that most managers are not as strong. Still, he believes they can use the training and perspectives to strengthen their skills and effectiveness within an organization where cross-cultural communication is required. Building on the approach proposed by Farley, Javidan (2006) developed an impactful platform for conceptualizing differences in global leadership. Javidan used the results of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) to develop thisapproach. Javidan studied a model involving a hypothetical American executive leading four similar teams in China, Egypt, France and Brazil (2006). In order to be interactive with employees from different cultures, the effective use of the hypothetical case involving five different countries allowed Javidan to provide in-depth action-oriented and context-specific recommendations consistent with GLOBE findings, whereby leaders have the toolkit and cultural sensitivity to impact change. Additionally, the standard multicultural approach no longer sufficiently explains emerging trends in the world's globalized and digital economy. Local managers must integrate both regional and international approaches to organizational structure and management to formulate impactful cross-cultural communications (Shimoni, 2006). In other words, they must broaden their approaches to accommodate a multitude of styles and approaches that the global nature of the economy demands. According to Shimoni (2006), companies should also study the resulting hybrid form of management. This hybridization is illustrated through interviews with Israeli, Mexican, and Thai management practitioners from global corporations headquartered around the world. The practice of intelligent, cultural, emotional, and cognitive leadership was encouraged by Vincent de Paul and many of his followers. Their example was not only inspiring on a spiritual level, as Tavanti (2005) argues, but also possessed vision in terms of more earthly endeavors. Qualities such as visualizing the impossible and treating the smallest entity as the most significant require both great spiritual and cultural intelligence. This approach of doing good, doing it well and being creative and vigilant constitutes the recognized pillars of Vincentian leadership models (2005). In other words, leadership positions are fluid, with their vision enhanced by their spiritual and cultural intelligence. Therefore, a leader is able to operate with a sense of humility and a balanced self-perception. The leader is not limited to promoting his personal and organizational interests. Leadership achieves its true value and meaning when it is anchored in the values ​​of meaning. When ostensibly speaking the same language, French people and Americans, indeed all members of different cultures, can still misinterpret each other, as Raymonde Carroll shows in an intriguing and thoughtful analysis of cross-cultural communication. According to Carroll (1990), cultural misunderstandings arise unexpectedly and unintentionally, not only in organizational but also personal contexts. Carroll explores these differences and how approaches that address them can prove successful in cross-cultural organizational efforts. The development of new technological applications and new digital models may well facilitate the ability of organizations to develop superior intercultural communication outcomes into more impactful societal implications. Data analysis, smart technology and more sophisticated computer modeling may well provide the key to identifying better ways to better engage communities as well as developing long-term outcomes in terms of reversing adverse trends. Although these measures do not constitute complete proof, they may well prove effective in reducing many of the circumstances that contribute to preventing optimal results in terms of intercultural organizational communications. Additionally, the use of social media and other digital platforms..