Managing Generational Diversity Management Training Blue Cross Blue Shield of Florida by Jamie Notter Vice President, Orga...
Objectives <ul><li>Cut through the hype around generational differences </li></ul><ul><li>Think critically about how to ap...
Today <ul><li>Introductions and background </li></ul><ul><li>Understanding Generations </li></ul><ul><ul><li>Cutting Throu...
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>...
Generational Diversity in the Workplace: Hype Won’t Get You Results Hype Won’t Get You Results Silent Generation Baby Boom...
 
 
 
?
generational diversity hype? knowledge?
silent generation baby  boomers generation  x millennial generation 1925-42 (68–85) 1943-60 (50–67) 1961-81 (29–49) 1982-2...
<ul><li>can’t handle change </li></ul><ul><li>can’t think outside the box </li></ul><ul><li>overly reliant on hierarchy </...
<ul><li>Self-absorbed </li></ul><ul><li>let’s all sing kumbaya </li></ul><ul><li>what budget? </li></ul><ul><li>workaholic...
<ul><li>cynical slackers </li></ul><ul><li>not team players </li></ul><ul><li>no respect for authority, hierarchy </li></u...
<ul><li>unrealistic expectations </li></ul><ul><li>overly dependent </li></ul><ul><li>informal to the extreme </li></ul><u...
1. Mostly negative HYPE 2. True 3. Solution: blame “them”
life stages theory of generations values social moments
<ul><li>youth </li></ul><ul><li>rising adult </li></ul><ul><li>midlife adult </li></ul><ul><li>elder </li></ul>life stages...
values theory of generations
 
 
 
social moments theory of generations
The Baby Boom Source: U.S. Census data, reported at  www.bbhq.com
 
silent generation baby  boomers generation  x millennial generation 1925-42 (68–85) 1943-60 (50–67) 1961-81 (29–49) 1982-2...
<ul><li>context:   shadow of depression and world war two </li></ul><ul><li>characteristics:  favor command and control, s...
<ul><li>context:   protests, youthful rebellion, anti-war, civil rights, social upheaval </li></ul><ul><li>characteristics...
<ul><li>context:   energy crisis, corporate downsizing, inflation, latch-key kids </li></ul><ul><li>characteristics:  inde...
<ul><li>BORN:   1982 to 2005(?) </li></ul><ul><li>NAMES:  Millennials, the Net Generation, N-Generation, Generation Y </li...
millennials:  trends the internet abundance diversity child-focused
millennials:  trends
millennials:  trends
This is not an unusual response for Josiah or many others:  if something they need or want is not available, they simply f...
Where’s the mouse? millennials:  trends
millennials:  trends abundance
millennials:  trends abundance
millennials:  trends abundance
millennials:  trends video games
millennials:  trends video games
millennials:  trends
millennials:  trends diversity
millennials:  trends diversity
millennials:  trends diversity
millennials:  trends diversity
millennials:  trends child-focused
millennials:  trends child-focused
millennials:  trends child-focused
millennials:  trends child-focused
millennials:  trends silent generation education work leisure baby boomers
millennials:  trends education work leisure millennials
<ul><li>context:   the social internet, abundance, diversity, child-focused </li></ul><ul><li>characterstics:  do it ourse...
<ul><li>Silent:   favor command and control, security, delayed reward </li></ul><ul><li>Boomer:  idealistic, group/team fo...
so what? Application
probability 0  1 never always Application
lenses Generations Life stage Economic class Ethnicity Gender Family Region Education  Military branch Personality type
products and services leadership management conflict Application
Example: AARP Application: Products and Services
Example: AARP
Example: AARP
Example: AARP
silent generation baby  boomers generation  x millennial generation Application: Leadership
Application: Leadership
baby  boomers generation  x millennial generation Application: Leadership
baby  boomers generation  x millennial generation Application: Leadership
Application: Management processes/systems (marketing, recruiting, benefits) teams (roles, meetings, time, technology) mana...
Application: Management Small Groups: leadership processes/systems  (marketing, recruiting, benefits) teams  (roles, meeti...
Application: Conflict better  conflict  conversations
Theory: CONFLICT IS GOOD Practice: AVOID CONFLICT  LIKE THE PLAGUE
How do you feel about conflict? about conflict? HATE DISLIKE OKAY LOVE Avoid Avoid Resolution
Self-Perpetuating Cycle Conflict exists We avoid either the conflict or its resolution Conflict gets worse! We avoid more
BREAK THE CYCLE: BETTER CONFLICT CONVERSATIONS BETTER CONFLICT CONVERSATIONS <ul><li>1. Better problem solving </li></ul><...
BREAK THE CYCLE: BETTER CONFLICT CONVERSATIONS BETTER CONFLICT CONVERSATIONS <ul><li>1. Better problem solving </li></ul><...
BREAK THE CYCLE: BETTER CONFLICT CONVERSATIONS BETTER CONFLICT CONVERSATIONS <ul><li>1. Better problem solving </li></ul><...
BREAK THE CYCLE: BETTER CONFLICT CONVERSATIONS BETTER CONFLICT CONVERSATIONS <ul><li>1. Better problem solving </li></ul><...
Navigating Hard Conversations <ul><li>Group Exercise </li></ul>
Ladder of Inference I take ACTIONS based on my beliefs I adopt BELIEFS about the world I draw CONCLUSIONS I make ASSUMPTIO...
<ul><li>Work “down” the ladder, both your side and theirs </li></ul><ul><li>Let in new understanding and new data </li></u...
Giving Better Feedback Behavior-Impact  Feedback Model
<ul><li>When you [do something] </li></ul><ul><li>I [react this way] </li></ul><ul><li>Because [of these reasons] </li></u...
Giving Better Feedback Group exercise
Next Steps If you do what you always did, you’ll get what you always got.
[email_address] @jamienotter www.g etmejamienot ter.com
 
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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 of "Managing Generations in the Workplace"

    1. 1. Managing Generational Diversity Management Training Blue Cross Blue Shield of Florida by Jamie Notter Vice President, Organizational Effectiveness
    2. 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. 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. 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. 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. 9. ?
    7. 10. generational diversity hype? knowledge?
    8. 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)
    9. 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
    10. 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
    11. 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
    12. 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
    13. 16. 1. Mostly negative HYPE 2. True 3. Solution: blame “them”
    14. 17. life stages theory of generations values social moments
    15. 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
    16. 19. values theory of generations
    17. 23. social moments theory of generations
    18. 24. The Baby Boom Source: U.S. Census data, reported at www.bbhq.com
    19. 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)
    20. 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
    21. 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
    22. 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
    23. 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
    24. 31. millennials: trends the internet abundance diversity child-focused
    25. 32. millennials: trends
    26. 33. millennials: trends
    27. 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
    28. 35. Where’s the mouse? millennials: trends
    29. 36. millennials: trends abundance
    30. 37. millennials: trends abundance
    31. 38. millennials: trends abundance
    32. 39. millennials: trends video games
    33. 40. millennials: trends video games
    34. 41. millennials: trends
    35. 42. millennials: trends diversity
    36. 43. millennials: trends diversity
    37. 44. millennials: trends diversity
    38. 45. millennials: trends diversity
    39. 46. millennials: trends child-focused
    40. 47. millennials: trends child-focused
    41. 48. millennials: trends child-focused
    42. 49. millennials: trends child-focused
    43. 50. millennials: trends silent generation education work leisure baby boomers
    44. 51. millennials: trends education work leisure millennials
    45. 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
    46. 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?
    47. 54. so what? Application
    48. 55. probability 0 1 never always Application
    49. 56. lenses Generations Life stage Economic class Ethnicity Gender Family Region Education Military branch Personality type
    50. 57. products and services leadership management conflict Application
    51. 58. Example: AARP Application: Products and Services
    52. 59. Example: AARP
    53. 60. Example: AARP
    54. 61. Example: AARP
    55. 62. silent generation baby boomers generation x millennial generation Application: Leadership
    56. 63. Application: Leadership
    57. 64. baby boomers generation x millennial generation Application: Leadership
    58. 65. baby boomers generation x millennial generation Application: Leadership
    59. 66. Application: Management processes/systems (marketing, recruiting, benefits) teams (roles, meetings, time, technology) management conflict
    60. 67. Application: Management Small Groups: leadership processes/systems (marketing, recruiting, benefits) teams (roles, meetings, time, technology)
    61. 68. Application: Conflict better conflict conversations
    62. 69. Theory: CONFLICT IS GOOD Practice: AVOID CONFLICT LIKE THE PLAGUE
    63. 70. How do you feel about conflict? about conflict? HATE DISLIKE OKAY LOVE Avoid Avoid Resolution
    64. 71. Self-Perpetuating Cycle Conflict exists We avoid either the conflict or its resolution Conflict gets worse! We avoid more
    65. 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
    66. 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
    67. 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
    68. 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
    69. 76. Navigating Hard Conversations <ul><li>Group Exercise </li></ul>
    70. 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
    71. 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
    72. 79. Giving Better Feedback Behavior-Impact Feedback Model
    73. 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
    74. 81. Giving Better Feedback Group exercise
    75. 82. Next Steps If you do what you always did, you’ll get what you always got.
    76. 83. [email_address] @jamienotter www.g etmejamienot ter.com

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