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Six Guidelines for Resolving Intergenerational Conflict

  • Six Guidelines for Resolving Intergenerational Conflict-
    When we study generations, some common and complementary characteristics emerge--and these can be exploited when dealing with conflict between them. For instance, Traditionals and Generation Y employees both tend to value security and stability. Traditionals and Boomers tend to resist change--but both crave training and development. Gen X and Gen Y employees place a high value on workplace flexibility and work-life balance. Boomers and Linksters are most comfortable with diversity and alternative lifestyles. Gen Y and Linksters are technologically adept and committed to socially responsible policies.
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Six Guidelines for Resolving Intergenerational Conflict

  • 1 | 2 | 3 | 4 | 5 | 6 | 7
  • Six Guidelines for Resolving Intergenerational Conflict-6
    When we study generations, some common and complementary characteristics emerge--and these can be exploited when dealing with conflict between them. For instance, Traditionals and Generation Y employees both tend to value security and stability. Traditionals and Boomers tend to resist change--but both crave training and development. Gen X and Gen Y employees place a high value on workplace flexibility and work-life balance. Boomers and Linksters are most comfortable with diversity and alternative lifestyles. Gen Y and Linksters are technologically adept and committed to socially responsible policies.

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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