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Six Guidelines for Resolving Intergenerational Conflict

  • Six Guidelines for Resolving Intergenerational Conflict-
    Is this conflict generational, or is there something else going on? For example, Traditionals and Baby Boomers don't like to be micromanaged, while Gen Yers and Linksters crave specific, detailed instructions about how to do things and are used to hovering authorities. There is almost always a generational component to conflict; recognizing this offers new ways to resolve it.
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Six Guidelines for Resolving Intergenerational Conflict

  • 1 | 2 | 3 | 4 | 5 | 6 | 7
  • Six Guidelines for Resolving Intergenerational Conflict-2
    Is this conflict generational, or is there something else going on? For example, Traditionals and Baby Boomers don't like to be micromanaged, while Gen Yers and Linksters crave specific, detailed instructions about how to do things and are used to hovering authorities. There is almost always a generational component to conflict; recognizing this offers new ways to resolve it.

For the first time in history, five generations are working side by side: the Traditional Generation (born pre-1945), Baby Boomers (born 1946-1964), Generation X (born 1965-1980), Generation Y (1981-1995) and the Linkster Generation (born after 1995).

Each generation has been influenced by the historical events, social trends and cultural phenomena of their time, leading to some distinctly different expectations and perceptions about what their working environment will provide and how they should behave as employees.

Not surprisingly, these differences sometimes lead to intergenerational conflicts at work. How can managers help resolve them?

Try these six tips from Larry and Meagan Johnson of Johnson Training Group  (johnsontraininggroup.com), a father-daughter team of experts on managing multigenerational workplaces, and coauthors of "Generations, Inc. – From Boomers to Linksters: Managing the Friction Between Generations at Work" (Amacom, 2010).


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