Managing Generations in the Workplace

Managing Generational Diversity Management Training Blue Cross Blue Shield of Florida by Jamie Notter Vice President, Organizational Effectiveness

Objectives
Cut through the hype around generational differences
Think critically about how to apply knowledge about generational differences to the workplace
Learn skills for communicating and managing conflict that can be applied directly to a multi-generational workforce.

Today
Introductions and background
Understanding Generations
Cutting Through the Hype
Theory
4 Generations in today’s workforce
So What? Applying Generational Knowledge
Better Conversations: Managing (Generational) Conflict
Next Steps: What will You Do Differently?

Schedule
Start (1:00pm)
Work
Break
Work some more
Finish (4:00pm)

Generational Diversity in the Workplace: Hype Won’t Get You Results Hype Won’t Get You Results Silent Generation Baby Boomers Generation X Millennials

generational diversity hype? knowledge?

silent generation baby boomers generation x millennial generation 1925-42 (68–85) 1943-60 (50–67) 1961-81 (29–49) 1982-2005 (5–28)

can’t handle change
can’t think outside the box
overly reliant on hierarchy
too cautious; won’t take risks
silent generation HYPE

Self-absorbed
let’s all sing kumbaya
what budget?
workaholics
baby boomers HYPE

cynical slackers
not team players
no respect for authority, hierarchy
won’t pay their dues
generation x HYPE

unrealistic expectations
overly dependent
informal to the extreme
OMG! WCTUCS?
millennial generation HYPE

1. Mostly negative HYPE 2. True 3. Solution: blame “them”

life stages theory of generations values social moments

youth
rising adult
midlife adult
elder
life stages theory of generations

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) 1982-2005 (5–28)

context: shadow of depression and world war two
characteristics: favor command and control, security, delayed reward
workplace assets: stable, loyal, hard working
workplace liabilities: inept with change, won’t buck system, uncomfortable with conflict
silent generation: born 1925 to 1942

context: protests, youthful rebellion, anti-war, civil rights, social upheaval
characteristics: idealistic, group/team focused, hard work for the cause, self-fulfillment
workplace assets: driven, service oriented, good team players
workplace liabilities: not budget minded, reluctant to go against peers, uncomfortable with conflict
baby boomers: born 1943 to 1960

context: energy crisis, corporate downsizing, inflation, latch-key kids
characteristics: independent, less stock in title or position, work-life balance
workplace assets: adaptable, independent, techno-literate
workplace liabilities: impatient, poor people skills, cynical
generation x: born 1961 to 1981

BORN: 1982 to 2005(?)
NAMES: Millennials, the Net Generation, N-Generation, Generation Y
workplace assets: collective action, optimism, multitasking
workplace liabilities: need supervision, inexperience
millennials

millennials: trends the internet abundance diversity child-focused

millennials: trends

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

Where’s the mouse? millennials: trends

millennials: trends abundance

millennials: trends video games

millennials: trends

millennials: trends diversity

millennials: trends child-focused

millennials: trends silent generation education work leisure baby boomers

millennials: trends education work leisure millennials

context: the social internet, abundance, diversity, child-focused
characterstics: do it ourselves, no waiting, networked, “lines” (offline/online) blurred
workplace assets: collective action, optimism, multitasking
workplace liabilities: need supervision, inexperience
millennials

Silent: favor command and control, security, delayed reward
Boomer: idealistic, group/team focused, hard work for the cause, self-fulfillment
Gen X: independent, less stock in title or position, work-life balance
Millennial: do it ourselves, no waiting, networked, “lines” (offline/online) blurred
How do these show up at BC/BS of Florida?

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

silent generation baby boomers generation x millennial generation Application: Leadership

Application: Leadership

baby boomers generation x millennial generation Application: Leadership

Application: Management processes/systems (marketing, recruiting, benefits) teams (roles, meetings, time, technology) management conflict

Application: Management Small Groups: leadership processes/systems (marketing, recruiting, benefits) teams (roles, meetings, time, technology)

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
1. Better problem solving
2. Navigating hard conversations
3. Giving better feedback
Interest-based negotiation

Ladder of Inference

Behavior-Impact Feedback

Navigating Hard Conversations
Group Exercise

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

Work “down” the ladder, both your side and theirs
Let in new understanding and new data
Don’t fall into generational “traps” (You’re a Boomer, so you...)
Use generational knowledge to ask better questions
Navigating Hard Conversations

Giving Better Feedback Behavior-Impact Feedback Model

When you [do something]
I [react this way]
Because [of these reasons]
Behavior-Impact Feedback Behavior Impact Ladder

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

Managing Generations in the Workplace

by Jamie Notter on Aug 11, 2010

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Managing Generations in the Workplace — Presentation Transcript