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Diversity brings possibilities just as it also creates potential difficulties for the organization. Thus, the discourses and practices of managerial diversity policies form a coherent whole that seeks to understand individual differences while identifying ways to manage them and align them with the goals of the organization. Managerial practices and tools in the field therefore more precisely reflect a rationality specific to management in general, such as the activity of monitoring or measurement. Management thereby seeks to incorporate into its own systems of thought whatever it may encounter, however different that may be. However, might there be any elements that, being so distinct, heterogeneous, or discordant, would elude the grasp of management and thus be difficult to manage, or even practically unmanageable? The neutral seems to be one of them. Distinct from the notion of neutrality, the neutral, originally a philosophical idea, has never been exploited in the field of management science. It appears that the neutral is such a powerful philosophical concept that it questions the very foundations of management and its rationality. This article presents a theoretical discussion that examines the neutral and its richness in relation to the field of diversity management. We attempt to highlight the academic value of pursuing work on the subject.