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

Intergenerational Differences: Bridging the Gap

Curtis L. Baysinger, MD

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”


“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

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

Shared life experiences during their formative

years

“People resemble their times more than they

resemble their parents.”


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

Millennials24%

Gen Xers33%

Baby Boomers31%

Traditionalist12%

Composition US Workforce 2020: US Dept Labor Statistics

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)


• Changing demographics• It will impact in the workplace, positively/negatively• Increases in communication and management • Measures to promote teamwork required


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”


• 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

Think of the time on a job you heard comments like:

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)

Traditionalists/Matures

Traditionalists 1922 – 1946 52.0 MillionVeterans, WW II Gen, Seniors, Silent Gen, Matures, Veterans

Make up about 6% of the workforce today

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

Traditionalists/Matures: Values

• Hard Work

• Frugal

• Dedication & Sacrifice

• Honor / Respect for Rules

• Sacrifice: duty before pleasure

• Conformity

Other No news is good newsExperience is respectedEducation for many was a

dreamRotary PhonesMoney—save and pay with

cashFamily is traditionalChildren are seen, not heardLifetime career with one

employer

Interaction Individualist

Communications Formal/memo, One on One

Leadership Style Direct, Command & Control


Baby Boomers

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

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Baby Boomers: Events

• Fewer rules: Childhood environment more nurturing

• Prosperous times: Few layoffs• Feminism• Women entered workforce

Baby Boomers: Values• Optimism

• Team Orientation

• Personal Gratification

• Involvement

• Personal Growth

• Workaholic/Material Acquisition

• Competitive

Baby Boomers

Other Love title recognitionMoneyYou are valued and neededEducation is a birthrightFamily begins disintegratingBuy now, pay laterAffluent

Communication In person

Interaction Team player, love to have meetings

Leadership Style Consensual, Collegial

Generation X

Gen X-ers 1965 – 1977 70.1 MillionTwenty Somethings, Thirteeners, Baby Busters, Post Boomers

Currently make up 29% of workforce

Generation X/ Events

• Fall of Berlin Wall

• Women’s Liberation

• Watergate

• AIDS

• Cynical

Generation X/ Events

• Energy Crisis• Video Games• Latchkey Upbringing• Personal Computers• Turbulent economic times – downturn in 80s, upswing in 90s

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

Generation X

Other Freedom is the best rewardLatch Key KidsMoney cautious….save-saveEducation is a way to get thereSorry to interrupt,but how am I doing?

Communications DirectImmediateElectronic

Interaction Entrepreneur

Leadership Style Everyone is the sameChallenge others

Millennials

Millennials 1978 - 1994 69.7 Million Nexters, Generation Y, Generation 2001,

Nintendo Gen, Gen Net Internet Connection

Currently make up 20%

Millennial/Events

• Oklahoma City

• School Shootings

• Technology/Internet

• Clinton/Lewinsky

• Conservative Values

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

Millennial/Values• Optimistic/Prosperity has increased during their lifetimes

• Team Oriented

• Civic Duty

• Confident

• Achievement Oriented

• Respect for Diversity

• Social

Millennials

OtherMeaningful work

Whenever I want it I can push & clickWill work with other bright & creative people

Merged familiesEarn money to spend it

CommunicationsE-mail

Voice mailCell phone

InteractionParticipative

Leadership StyleTBD

What really matters in the workplace?

Generational Interaction• Leadership and Authority:

Traditionalist– Leadership - Hierarchy – Authority - Respectful Baby Boomer– Leadership - Consensus – Authority – Love/HateGeneration X– Leadership - Competence– Authority - Unimpressed Millennials– Leadership - Teamwork – Authority – Respectful, but autonomous

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.

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.

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

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”.



• 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.


• 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.”

How to make the workplace situation better

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

Bridging the Generation Gaps

• As a worker/group participant

– Appreciate differences

– Acknowledge your interdependency

– Appreciate what you have in common


• As a worker/group participant

– Discuss expectations

– Inquire about immediate tasks

– Look for ways to cut bureaucracy and red tape

– Keep up with technology


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


• 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


Getting along with Boomers– Show respect

– Choose face-to-face conversations

– Give people your full attention

– Learn the organization’s history


•Getting along with Xers

– Get to the point

– Use email

– Give them space

– Get over the notion of dues paying

– Lighten up


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”

Personal Strategies for Thriving in the Workplace


• Wishing people were more like you is not an effective strategy to success

• Build a community of relationships within the organization

• Leverage those relationships• Conduct your own generational audit of the

organization• Develop a healthy work/life balance


• Assess your and the organization’s values

– Are mine, the persons who work here, and the

stated and unstated values of the organization

similar?

– What are the real rules by whom gets what in the

organization?


• Ask yourself about the Formal Dimension:

– What am I supposed to do for the organization?

– What help can I expect?

– How and when will I be evaluated?

– What will I be paid? What influcence will my

evaluation have on that?


• Assess your Psychological Dimension:

– How hard will I have to work?

– What recognition, financial or other satisfaction,

will I receive for my efforts?

– Do I need advice on assessing the reward/work

balance


• Find a mentor:– “Wise and Trusted Counselor” – Homer: “The Odyssey”

– Someone you would like to be– Someone who can help you get to where you

want to go– Someone who :

• “Coaches – gives correction without creating resentment”

John Wooden


Expect to fail:“To achieve your dreams you must embrace adversity and make failure a regular part of your life. If you are not failing, you are probably not really moving forward”

John Maxwell

Be a professional:“Being a professional is doing the things you love to do on the days you don’t feel like doing them”

Julius W. Erving, II (Dr J)

References

1. Zemke, R., Raines, C., & Filipczak, B. (1999). Generations at work: Managing the clash of veterans, boomers, Xers and nexters in your workplace. New York: AMACOM Books.2. Twenge JM, Campbell SM. Generational differencesin psychological traits and their impact on the workplace. J Mang Psychol 2008; 23: 868-877.

FEEDACK/DISCUSSION?


• Conservative somewhat dressy clothing• Neatly trimmed hair• Owns American Golf Clubs• Memories of Marx Brothers, Sinatra, Big Bands,

Big Cars• TV included Ed Sullivan, Bonanza, Father Knows

Best• Heroes include FDR, Superman, Babe Ruth,

Dimaggio, Patton, MacArthur• Memorabilia include Juke Boxes, Blondie, Lone

Ranger, Charlie McCarthy

Baby Boomers• May wear designer glasses, whatever is trendy• Longer Hair• Designer Suites• Memories of Smothers Brothers, Beatles, Lassie,

Drive In, Mickey Mouse Club• TV includes Laugh In, Westerns, Lassie, Mod

Squad, Carson, MASH, Sunday Night Disney• Heroes include John and Jackie Kennedy, MLK,

John Glenn, John Lennon, Gandi• Memorabilia includes fallout shelters, TV dinners,

Hula Hoops, Peace Sign, Poodle Skirts

Generation X

• May wear functional clothing, have tattoos, any style hair, naval or nose rings

• Memories of Tonya Harding, Snoop Doggy Dog, Beavis & Butthead, Video Games

• TV includes SNL, Friends, 90210, Cosby, • Heroes include Michael Jordan, Ron Reagan, Magic

Johnson• Memorabilia include Brady Bunch, Pet Rocks,

Platform shoes, ET, The Simpsons, Sesame Street, Cabbage Patch Dolls

Millennials

• May wear Retro Clothing, Spiked , bleached or “in style” hair, Body Piercing

• Pagers• Memories of Goo-Goo Dolls, Trench coat Mafia, 9-11• TV includes Dawson Creek, The WB, Malcom in the

Middle, Who wants to be a Millionaire, That 70’s Show• Heroes include NYPD/NYFD, Parents, Princess Diana,

Mother Theresa, Bill Gates, Mia Hamm, Tiger Woods• Memorabilia include, Barney, Teenage Mutant Turtles,

American Girl Dolls, Spice Girls, X-Games, Oprah, Rosie


We have absolutely nothing in common!”

What bugs you?

Drives you crazy?


•Millennials

– Find areas that challenge you

– Encourage your boss/group participants to ask for your opinion

– Ask to collaborate

– Find a mentor

– Realize that timely feedback may be on their schedule, not yours

Documents

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