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 – (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 – 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-ers 1965 – 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 Millennials 1978 - 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
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
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”

51. Personal Strategies for Thriving in the Workplace

52. Bridging the Generation Gaps
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

53. Bridging the Generation Gaps
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?

54. Bridging the Generation Gaps
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?

55. Bridging the Generation Gaps
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

56. Bridging the Generation Gaps
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

57. Bridging the Generation Gaps
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)

58. 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:

59. FEEDACK/DISCUSSION?

60. Traditionalists/Matures
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

61. 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

62. 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

63. 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

64. Bridging the Generation Gaps
We have absolutely nothing in common!”
What bugs you?
Drives you crazy?

65. Bridging the Generation Gaps
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