Intergenerational Differences: Bridging the Gap

1. Intergenerational Differences: Bridging the Gap Curtis L. Baysinger, MD

2. The Problem of Generations Carl Manheim, German Sociologist, 1952 • First to describe generational differences • “People are born into a class and develop a particular view of the world based on the lens through which they experience life, just as people are born to a generation which also colors their perspective of their own life experiences. Unlike class, the generation you are born to is unalterable”

3. The Problem of Generations “What is happening to our young people? They disrespect their elders, they disobey their parents, they ignore the law. They riot in the streets inflamed with wild notions. Their morals are in a state of decay. What, oh what, is to become of them and us?” Socrates (age of 29): 401 BC

4. The Problem of Generations • A group of people defined by age boundaries • Those who were born during a certain era and share similar experiences growing up. They have common cultural or social characteristics and attitudes. Their values and attitudes, particularly about work-related topics, tend to be similar, based on their shared experiences during their formative years. President’s Address, American Society of Anesthesiologists Annual Meeting, 2002

5. Shared life experiences during their formative years

6. “People resemble their times more than they resemble their parents.”

7. The Problem of Generations • Never before has there been a workforce and workplace so diverse in race, gender, and ethnicity. (Zemke, et al., 2000) • We have four generations working side-by-side in the workplace of most large US organizations for the first time in history. • All have unique experiences and attributes which influence their attitudes towards work. Adapted from: Heritage Foundation. Societal Impactts oft the Generational Gap. 2000

8. Composition US Workforce 2020: US Dept Labor Statistics

9. Some Statistics • The labor force is at the lowest rate since the 1930’s and the US birth rate continues to decline. • By 2025, 1 in 5 workers will be over age 55. The slowing of the workforce translates to an estimated shortfall of 20 million workers over the next 20 years. Adapted from K. Tyler, Neckties to Nose Rings (2012)

10. The Problem of Generations • Changing demographics • It will impact in the workplace, positively/negatively • Increases in communication and management • Measures to promote teamwork required

11. The Problem of Generations There is conflict: “They have no work ethic. They’re a bunch of slackers.” “So I told my boss. If you’re looking for loyalty buy a dog.” “If I hear, ‘We tried that in ‘87 one more time I’ll hurl.’” “Lighten up! Work should be fun.” “I wouldn’t be caught dead wearing that.” “I have a new rule. I will not attend meetings that start after 5 P.M. I have a life”

12. The Problem of Generations Think of the time on a job you heard comments like: • I remember when……. • Just do your job! • You are right, but I am the boss! • NO! • The kid wants a promotion after six months on the job

13. Generations • Traditionalists/Silent Generation/Matures • 1925 – 1945 (89 – 69 years of age) • Baby Boomers • 1946 – 1964 (68 – 50 years of age) • Generation X/Baby Busters/13th Generation • 1965 – 1981 (49 – 33 years of age) • Millennials/Generation Y • 1982 – 2000 (32 – 14 years of age) • Nexters? • 2001 – present (14 – 0 years of age)

14. Traditionalists/Matures Traditionalists 1922 – 1946 52.0 Million • Veterans, WW II Gen, Seniors, Silent Gen, Matures, Veterans • Make up about 6% of the workforce today

15. Traditionalists/Matures: Events • Great Depression- Sacrifice and hard times • New Deal • World War II – Atomic Bomb • Social Security Mandatory • Industrialization • Korean War • Radio/telephone

16. Traditionalists/Matures: Values • Hard Work • Frugal • Dedication & Sacrifice • Honor / Respect for Rules • Sacrifice: duty before pleasure • Conformity

17. Traditionalists/Matures Leadership Style Direct, Command & Control Communications Formal/memo, One on One Interaction Individualist Other No news is good news Experience is respected Education for many was a dream Rotary Phones Money—save and pay with cash Family is traditional Children are seen, not heard Lifetime career with one employer

18. Baby Boomers

19. Baby Boomers: Events • Civil Rights • Space Travel • Cold War • Sexual Revolution • Assassinations • Rock and Roll • Vietnam War • Television • Credit Cards

20. Baby Boomers: Events • Fewer rules: Childhood environment more nurturing • Prosperous times: Few layoffs • Feminism • Women entered workforce

21. Baby Boomers: Values • Optimism • Team Orientation • Personal Gratification • Involvement • Personal Growth • Workaholic/Material Acquisition • Competitive

22. Baby Boomers Leadership Style Consensual, Collegial Interaction Team player, love to have meetings Communication In person Other Love title recognition Money You are valued and needed Education is a birthright Family begins disintegrating Buy now, pay later Affluent

23. Generation X Gen X-ers1965 – 1977 70.1 Million • Twenty Somethings, Thirteeners, Baby Busters, Post Boomers • Currently make up 29% of workforce

24. Generation X/ Events • Fall of Berlin Wall • Women’s Liberation • Watergate • AIDS • Cynical

25. Generation X/ Events • Energy Crisis • Video Games • Latchkey Upbringing • Personal Computers • Turbulent economic times – downturn in 80s, upswing in 90s

26. Generation X/ Values • Diversity • Techno Literacy • Fun & Informality • Self Reliance/Autonomy • Pragmatism/Results oriented • “Work to Live” • Friends with their child • Career security vs job security

27. Generation X Leadership Style Everyone is the same Challenge others Interaction Entrepreneur Communications Direct Immediate Electronic Other Freedom is the best reward Latch Key Kids Money cautious….save-save Education is a way to get there Sorry to interrupt,but how am I doing?

28. Millennials Millennials1978 - 1994 69.7 Million • Nexters, Generation Y, Generation 2001, Nintendo Gen, Gen Net Internet Connection • Currently make up 20%

29. Millennial/Events • Oklahoma City • School Shootings • Technology/Internet • Clinton/Lewinsky • Conservative Values

30. Millennial/Events • Fall of Berlin Wall • O. J. Simpson & Casey Anthony Trials • Columbine and Norwegian Shootings • September 11th Tragedy • Iran and Afghanistan Wars- Global perspectives • Some economic prosperity- Market melt downs

31. Millennial/Values • Optimistic/Prosperity has increased during their lifetimes • Team Oriented • Civic Duty • Confident • Achievement Oriented • Respect for Diversity • Social

32. Millennials Leadership Style TBD Interaction Participative Communications E-mail Voice mail Cell phone • Other • Meaningful work • Whenever I want it I can push & click • Will work with other bright & creative people • Merged families • Earn money to spend it

33. What really matters in the workplace?

34. Generational Interaction • Leadership and Authority: Traditionalist •  Leadership - Hierarchy   • Authority - Respectful Baby Boomer •  Leadership - Consensus   • Authority – Love/Hate Generation X •  Leadership - Competence •  Authority - Unimpressed Millennials • Leadership - Teamwork • Authority – Respectful, but autonomous

35. Generation Interaction Matures and Boomers may have a tendency not to question or challenge authority or the status quo. This may cause confusion and resentment among the Xers and Millennials who have been taught to speak up.

36. Generational Interaction • Xers and Millennials who have had different life experiences and communicate with people differently, may fail to actively listen to Boomers and Matures, thereby missing valuable information and guidance.

37. Generational Interaction • Xers and Millennials • Prefer electronic communication. • Do not like meetings. • Many have not developed listening skills. • Traditionalists and Boomers • Prefer face-to-face communication. • Boomer bosses like to have at least one meeting each week with employees

38. Generational Feedback • Feedback styles that may appear informative and helpful to one generation might seem formal and “preachy” to another. • Feedback an “Xer” thinks is immediate and honest can seem hasty or even inappropriate to other generations. • Some older generations have been told that there is a time and place for feedback. Younger generations haven’t necessarily been taught this “rule”.

39. Generational Feedback

40. Generational Feedback • Matures seek no applause, but appreciate a subtle acknowledgement that they have made a difference. • Boomers are often giving feedback to others, but seldom receiving, especially positive feedback. • Xers need positive feedback to let them know they are on the right track • Millennials are used to praise and may mistake silence for disapproval. They need to know what they are doing right and what they are doing wrong.

41. Generational Feedback • Matures-“No news is good news” • Boomers-“Feedback once a year and lots of documentation” • Xers-“Sorry to interrupt, but how am I doing?” • Mellinials-“Feedback whenever I want at the push of a button.”

42. How to make the workplace situation better

43. Generational Challenges in the Workplace • Poor communication • Decreased productivity, quality, & innovation • Misunderstood attitudes, relationships & working environments • Less engaged volunteers & coworkers • Lack of motivation, initiative, and team work

44. Bridging the Generation Gaps • As a worker/group participant • Appreciate differences • Acknowledge your interdependency • Appreciate what you have in common

45. Bridging the Generation Gaps • As a worker/group participant • Discuss expectations • Inquire about immediate tasks • Look for ways to cut bureaucracy and red tape • Keep up with technology

46. Bridging the Generation Gaps Expect your leader to: / If you are a leader : Focus on goals Make everyone feel included Break the bonds of tradition Show employees the future Encourage balance

47. Bridging the Generation Gaps • Getting along with Traditionalists • Honor the chain of command • Value the legacy they have built • Value their experience • Appreciate their dedication • Communicate one-on-one • Learn the organizational history

48. Bridging the Generation Gaps Getting along with Boomers • Show respect • Choose face-to-face conversations • Give people your full attention • Learn the organization’s history

49. Bridging the Generation Gaps • Getting along with Xers • Get to the point • Use email • Give them space • Get over the notion of dues paying • Lighten up

50. Bridging the Generation Gaps Remember the Golden Rule? “Treat others as you would like to be treated.” Change it to the Platinum Rule “Treat others as they would like to be treated”