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Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
Managing Generations in the Workplace
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Managing Generations in the Workplace

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  • Word association game. What words come to mind when you see this? (expect fear, bad, fight, death, problem, etc.). Suggestions: growth, development, necessary, learning, change, evolution,
  • Transcript

    • 1. Managing Generational Diversity Management Training Blue Cross Blue Shield of Florida by Jamie Notter Vice President, Organizational Effectiveness
    • 2. Objectives <ul><li>Cut through the hype around generational differences </li></ul><ul><li>Think critically about how to apply knowledge about generational differences to the workplace </li></ul><ul><li>Learn skills for communicating and managing conflict that can be applied directly to a multi-generational workforce. </li></ul>
    • 3. Today <ul><li>Introductions and background </li></ul><ul><li>Understanding Generations </li></ul><ul><ul><li>Cutting Through the Hype </li></ul></ul><ul><ul><li>Theory </li></ul></ul><ul><ul><li>4 Generations in today’s workforce </li></ul></ul><ul><li>So What? Applying Generational Knowledge </li></ul><ul><li>Better Conversations: Managing (Generational) Conflict </li></ul><ul><li>Next Steps: What will You Do Differently? </li></ul>
    • 4. Schedule <ul><li>Start (1:00pm) </li></ul><ul><li>Work </li></ul><ul><li>Break </li></ul><ul><li>Work some more </li></ul><ul><li>Finish (4:00pm) </li></ul>
    • 5. Generational Diversity in the Workplace: Hype Won’t Get You Results Hype Won’t Get You Results Silent Generation Baby Boomers Generation X Millennials
    • 6. &nbsp;
    • 7. &nbsp;
    • 8. &nbsp;
    • 9. ?
    • 10. generational diversity hype? knowledge?
    • 11. silent generation baby boomers generation x millennial generation 1925-42 (68–85) 1943-60 (50–67) 1961-81 (29–49) 1982-2005 (5–28)
    • 12. <ul><li>can’t handle change </li></ul><ul><li>can’t think outside the box </li></ul><ul><li>overly reliant on hierarchy </li></ul><ul><li>too cautious; won’t take risks </li></ul>silent generation HYPE
    • 13. <ul><li>Self-absorbed </li></ul><ul><li>let’s all sing kumbaya </li></ul><ul><li>what budget? </li></ul><ul><li>workaholics </li></ul>baby boomers HYPE
    • 14. <ul><li>cynical slackers </li></ul><ul><li>not team players </li></ul><ul><li>no respect for authority, hierarchy </li></ul><ul><li>won’t pay their dues </li></ul>generation x HYPE
    • 15. <ul><li>unrealistic expectations </li></ul><ul><li>overly dependent </li></ul><ul><li>informal to the extreme </li></ul><ul><li>OMG! WCTUCS? </li></ul>millennial generation HYPE
    • 16. 1. Mostly negative HYPE 2. True 3. Solution: blame “them”
    • 17. life stages theory of generations values social moments
    • 18. <ul><li>youth </li></ul><ul><li>rising adult </li></ul><ul><li>midlife adult </li></ul><ul><li>elder </li></ul>life stages theory of generations
    • 19. values theory of generations
    • 20. &nbsp;
    • 21. &nbsp;
    • 22. &nbsp;
    • 23. social moments theory of generations
    • 24. The Baby Boom Source: U.S. Census data, reported at www.bbhq.com
    • 25. &nbsp;
    • 26. silent generation baby boomers generation x millennial generation 1925-42 (68–85) 1943-60 (50–67) 1961-81 (29–49) 1982-2005 (5–28)
    • 27. <ul><li>context: shadow of depression and world war two </li></ul><ul><li>characteristics: favor command and control, security, delayed reward </li></ul><ul><li>workplace assets: stable, loyal, hard working </li></ul><ul><li>workplace liabilities: inept with change, won’t buck system, uncomfortable with conflict </li></ul>silent generation: born 1925 to 1942
    • 28. <ul><li>context: protests, youthful rebellion, anti-war, civil rights, social upheaval </li></ul><ul><li>characteristics: idealistic, group/team focused, hard work for the cause, self-fulfillment </li></ul><ul><li>workplace assets: driven, service oriented, good team players </li></ul><ul><li>workplace liabilities: not budget minded, reluctant to go against peers, uncomfortable with conflict </li></ul>baby boomers: born 1943 to 1960
    • 29. <ul><li>context: energy crisis, corporate downsizing, inflation, latch-key kids </li></ul><ul><li>characteristics: independent, less stock in title or position, work-life balance </li></ul><ul><li>workplace assets: adaptable, independent, techno-literate </li></ul><ul><li>workplace liabilities: impatient, poor people skills, cynical </li></ul>generation x: born 1961 to 1981
    • 30. <ul><li>BORN: 1982 to 2005(?) </li></ul><ul><li>NAMES: Millennials, the Net Generation, N-Generation, Generation Y </li></ul><ul><li>workplace assets: collective action, optimism, multitasking </li></ul><ul><li>workplace liabilities: need supervision, inexperience </li></ul>millennials
    • 31. millennials: trends the internet abundance diversity child-focused
    • 32. millennials: trends
    • 33. millennials: trends
    • 34. This is not an unusual response for Josiah or many others: if something they need or want is not available, they simply figure out how to create it on their own. In fact, this behavior calls out a fundamental difference between those living in a participation culture vs. those who have come before. millennials: trends
    • 35. Where’s the mouse? millennials: trends
    • 36. millennials: trends abundance
    • 37. millennials: trends abundance
    • 38. millennials: trends abundance
    • 39. millennials: trends video games
    • 40. millennials: trends video games
    • 41. millennials: trends
    • 42. millennials: trends diversity
    • 43. millennials: trends diversity
    • 44. millennials: trends diversity
    • 45. millennials: trends diversity
    • 46. millennials: trends child-focused
    • 47. millennials: trends child-focused
    • 48. millennials: trends child-focused
    • 49. millennials: trends child-focused
    • 50. millennials: trends silent generation education work leisure baby boomers
    • 51. millennials: trends education work leisure millennials
    • 52. <ul><li>context: the social internet, abundance, diversity, child-focused </li></ul><ul><li>characterstics: do it ourselves, no waiting, networked, “lines” (offline/online) blurred </li></ul><ul><li>workplace assets: collective action, optimism, multitasking </li></ul><ul><li>workplace liabilities: need supervision, inexperience </li></ul>millennials
    • 53. <ul><li>Silent: favor command and control, security, delayed reward </li></ul><ul><li>Boomer: idealistic, group/team focused, hard work for the cause, self-fulfillment </li></ul><ul><li>Gen X: independent, less stock in title or position, work-life balance </li></ul><ul><li>Millennial: do it ourselves, no waiting, networked, “lines” (offline/online) blurred </li></ul>How do these show up at BC/BS of Florida?
    • 54. so what? Application
    • 55. probability 0 1 never always Application
    • 56. lenses Generations Life stage Economic class Ethnicity Gender Family Region Education Military branch Personality type
    • 57. products and services leadership management conflict Application
    • 58. Example: AARP Application: Products and Services
    • 59. Example: AARP
    • 60. Example: AARP
    • 61. Example: AARP
    • 62. silent generation baby boomers generation x millennial generation Application: Leadership
    • 63. Application: Leadership
    • 64. baby boomers generation x millennial generation Application: Leadership
    • 65. baby boomers generation x millennial generation Application: Leadership
    • 66. Application: Management processes/systems (marketing, recruiting, benefits) teams (roles, meetings, time, technology) management conflict
    • 67. Application: Management Small Groups: leadership processes/systems (marketing, recruiting, benefits) teams (roles, meetings, time, technology)
    • 68. Application: Conflict better conflict conversations
    • 69. Theory: CONFLICT IS GOOD Practice: AVOID CONFLICT LIKE THE PLAGUE
    • 70. How do you feel about conflict? about conflict? HATE DISLIKE OKAY LOVE Avoid Avoid Resolution
    • 71. Self-Perpetuating Cycle Conflict exists We avoid either the conflict or its resolution Conflict gets worse! We avoid more
    • 72. BREAK THE CYCLE: BETTER CONFLICT CONVERSATIONS BETTER CONFLICT CONVERSATIONS <ul><li>1. Better problem solving </li></ul><ul><li>2. Navigating hard conversations </li></ul><ul><li>3. Giving better feedback </li></ul>Interest-based negotiation
    • 73. BREAK THE CYCLE: BETTER CONFLICT CONVERSATIONS BETTER CONFLICT CONVERSATIONS <ul><li>1. Better problem solving </li></ul><ul><li>2. Navigating hard conversations </li></ul><ul><li>3. Giving better feedback </li></ul>Ladder of Inference
    • 74. BREAK THE CYCLE: BETTER CONFLICT CONVERSATIONS BETTER CONFLICT CONVERSATIONS <ul><li>1. Better problem solving </li></ul><ul><li>2. Navigating hard conversations </li></ul><ul><li>3. Giving better feedback </li></ul>Behavior-Impact Feedback
    • 75. BREAK THE CYCLE: BETTER CONFLICT CONVERSATIONS BETTER CONFLICT CONVERSATIONS <ul><li>1. Better problem solving </li></ul><ul><li>2. Navigating hard conversations </li></ul><ul><li>3. Giving better feedback </li></ul>Behavior-Impact Feedback
    • 76. Navigating Hard Conversations <ul><li>Group Exercise </li></ul>
    • 77. Ladder of Inference I take ACTIONS based on my beliefs I adopt BELIEFS about the world I draw CONCLUSIONS I make ASSUMPTIONS based on the meanings I added I add MEANING (cultural and personal) I SELECT data from what I observe Observable DATA and experiences Source: Peter Senge, et al., The Fifth Discipline Fieldbook, p. 243
    • 78. <ul><li>Work “down” the ladder, both your side and theirs </li></ul><ul><li>Let in new understanding and new data </li></ul><ul><li>Don’t fall into generational “traps” (You’re a Boomer, so you...) </li></ul><ul><li>Use generational knowledge to ask better questions </li></ul>Navigating Hard Conversations
    • 79. Giving Better Feedback Behavior-Impact Feedback Model
    • 80. <ul><li>When you [do something] </li></ul><ul><li>I [react this way] </li></ul><ul><li>Because [of these reasons] </li></ul>Behavior-Impact Feedback Behavior Impact Ladder
    • 81. Giving Better Feedback Group exercise
    • 82. Next Steps If you do what you always did, you’ll get what you always got.
    • 83. [email_address] @jamienotter www.g etmejamienot ter.com
    • 84. &nbsp;

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