Differences Between Kids, Teens and Generations
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This document discusses differences between generations, particularly Millennials/NetGens and older generations, and the implications for libraries. In 3 sentences: NetGens learn and process information differently due to brain development and new technologies; they are more achievement-oriented and civic-minded but also face challenges like standardized testing and a changing information landscape; libraries must evolve their resources and services to meet NetGens' needs in order to remain relevant in their communities.
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Differences Between Kids, Teens and Generations
- 1. Leah Krevit Rice University The Rest of Us Kids and Teens: Are they that different? Stephen Abram Canadian Library Association / U of Western Ontario FIMS Young Adult Interest Group Workshop 2010
- 2. These slides available at Stephen’s Lighthouse blog
- 6. Me
- 9. Try to understand everyone
- 11. Boomer Box Relationship Gap Awareness Gap Peer Gap Silo Gap Glass Ceilings Generation Gap Learning Gap Permeate It Meet It See It Expand It Connect It Break It Leap It Bridge It
- 12. NextGen/NetGen Differences Increase in IQ Plus 15-20 Points Brain Changes
- 13. The Scary re-wiring of the Millennials and post-Millennials
- 14. NextGen/NetGen Differences Eye Movement Changes
- 15. Usability The A frame adopted from newspaper layout is not what works. Eyetools
- 18. NetGen Differences Developmental Changes Puberty and Understanding Puberty
- 19. NetGen Differences Differences between Boys & Girls
- 20. NetGen Differences Learning Styles Genomic 15 Years of Change in Ontario Curricula
- 25. NetGen Differences Gaming Scaffolds
- 26. NetGen Differences Standardized Testing Progress International Comparisons
- 27. NetGen Differences Crime Rates Down an average of 65%
- 28. NetGen Differences Massive Behavioural Changes 70% overlap with Boomers
- 29. NetGen Differences Library Differences: Forest of Reading TD Summer Reading School Libraries
- 37. Millennial Characteristics Credit: Richard Sweeney, NJIT Entrepreneurial Patriotic Inclusive Multi-taskers Achievement Oriented Graphical Family Oriented Healthy Lifestyle More Liberal & Conservative Direct Confident Independent Experiential Gamers Nomadic Collaborative High Expectations Civic Minded Adaptive / Flexible Balanced Lives Format Agnostic More Choices Internet Natives Optimistic / Positive Respect Intelligence & Skills More Diverse More Friends Principled / Values
- 40. The power of libraries
- 48. Social Glue and Libraries
- 52. Gale Widgets
- 55. SEO: Search Engine Optimization SMO: Social Media Optimization
- 56. I my customers
- 60. Is the traditional book now a hollow experience?
- 61. Geo-IP
- 62. A Third Path
- 63. Broadband
- 64. The Article Economy++ Format Agnosticism
- 65. Devices like iPads Kindles, eDGe, and Mobile
- 66. The Experience
- 69. Knowledge Workplace Shared Ideas Shared Creation Shared Presence Collaborative Design E-Mail Instant Messaging Networked Virtual Worlds Videoconferencing Web Conferencing Discussion Databases Workflow Content Mgmt. Intranets Avatars Portals
- 73. Are we going to a totally build it yourself world? Imagine IKEA merging with GM...
- 76. Newspapers: Assemble them yourself. Re-imagine the textbook, coursepack, etc.
- 77. Yes, this is ancient marketing/sales wisdom: they aren't buying your hammer, they are buying the deck of their dreams. Help them build it.
Editor's Notes
- Strategic Planning Assumption: By 2005, agile enterprises will assess people not by what skills they possess, but rather by whom they interact with and how well they collaborate with or manage the work of other parties (0.7 probability). How will emerging technologies transform specific business functions? The character of the e-workplace is not determined only by business processes and IT systems. The character of the work itself is changing. As work increasingly requires situational knowledge, the likelihood that people will work collaboratively, just-in-time and in multiple teams rises quickly. Collaboration initiatives need to acknowledge the different purposes of collaboration: To share ideas, from ad hoc thoughts in e-mail to completed documents on an intranet To share the creation process in real time or as part of a sequential workflow To share a sense of presence, substituting virtual presence indicators and cues for those available in face-to-face interactions Most enterprises continue to reward people for achieving individual objectives, sometimes adding company performance as a bonus. In a collaborative world, however, performance measures and assessments must focus on people’s contribution to, and participation in, team goals. Action Item: Enterprises must reexamine reward systems, redesign work and distribute workloads appropriately.