Generational Differences Texas Medical Association 10 3 2008
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1. The document discusses generational differences in expectations and values between physicians and medical students from different generations. 2. Younger physicians and medical students prioritize work-life balance, flexibility, and lifestyle factors over income potential and hours worked. They also value diversity and use of technology. 3. Medical institutions need to be mindful of these generational differences and adapt practices, education, and systems to attract and retain younger physicians committed to excellence and patient-focused care while also supporting work-life balance.
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Generational Differences Texas Medical Association 10 3 2008
- 1. Generational Differences Texas Medical Association October 4, 2008 Bill M. Wooten, Ph.D. Executive Director, Organization Development The University of Texas M.D. Anderson Cancer Center
- 2. AMA News
- 3. Philadelphia Enquirer 7/16/2005
- 4. USA Today - November 7, 2005
- 6. The Physician Workforce is Aging: 250,000 Active Physicians are Over 55 Source: AMA PCD for 1985 data; AMA Masterfile for 2005 data. Active physicians include residents/fellows
- 7. Time for Family/Personal Life Most Important Factor in Desirable Position For Physicians Under 50 Source: 2006 AAMC Survey of Physicians Under 50 (preliminary data) % Very Important Time for family/personal 69% Adequate support staff and services 41% Long term income potential 39% Practice income 37% Health insurance coverage 34% Flexible scheduling 33% No or very limited on-call 28% Adequate patient volume 28% Opportunity to advance professionally 27%
- 9. Are Medical Students of Today Different?
- 13. Medical School Applicants by Gender
- 14. Ethnicity of Medical Students
- 15. Medical School Applicants by Ethnicity, 2004
- 17. Values and Health Care Employment Generation X Values Health Care Image Service orientation to high value causes Service delivered through large organizations that are often pitted against individuals Anti-institutional Work in large, cold, unresponsive institutions Flexible, creative, welcome change Work is highly structured and carried out through rigid guilds that do not incorporate creativity Technology Tied to a professional career, not open to change Diversity Lacks the high-tech access associated with other areas of economy Nonhierarchic; seek work for social benefits Essentially a white-dominated sector, beset with traditional middle-class values Community work Work is carried out in a rigid, highly structured manner that is not conducive to social interaction New skills and development Work tied more to the system of health
- 18. What about Generational Issues?
- 20. Generational Profiles Veterans 1922-1945 Baby Boomers 1946-1964 Generation X 1965-1980 Millennium 1981-2000 Style Traditional Personal Satisfaction Self-Reliant Modern Traditional Size Rapidly Declining Dominant Small Group Large Ethic Respect, Loyalty Ambitous, Political Progressive, Cynical Loyal, Conservative Gender Role Classic Gender Roles Mixed Gender Roles Unclear Gone Work Respect the System Respect Experience Respect Expertise Work to Live Heroes Strong Heros Some Heros No Heros Anti-Heros Seminal Events Depression, WWII Viet Nam, BCP Weak USA 9/11 Upbringing Traditional Family Trational Family Absenteeism Parents Protective Parents Reward A Job Well Done Money, Title, Recognition Freedom and Time Work
- 33. Appendix – Reference Materials
- 34. A Guide to the New Intergenerational Workplace Veterans Respect their authority, experience and loyalty; Use a directive management style; and Spell things out concisely, and check progress often. Baby boomers Recognize they are ambitious, materialistic and value personal growth; Give them a job they view as important and challenging; and Monitor them and provide constructive feedback. Generation X Realize they are self-reliant, informal and value work-life balance; Clearly state the goals and objectives of their jobs; Provide the tools and authority for success (don’t micromanage); and When providing feedback, explain why a behavior needs to be changed. Generation Y Recognize they are confident, resourceful and obedient; Listen to their opinions and ideas; Explain business decisions that affect them; and Use teamwork when possible.
- 37. But how shall we educate men of goodness, to a sense of one another, to a love of truth? And more urgently, how shall we do this in a bad time? Daniel Berrigan
- 38. Thank You! Bill M. Wooten, Ph.D. [email_address] 713.745.6448 The University of Texas M.D. Anderson Cancer Center
Editor's Notes
- As we face another generation of workers entering into the changing world of the workplace, managers and supervisors are encouraged to deal with the generational differences that exist among workers. There are for the first time four generations represented in the workplace. Each generation brings its own view of the world with its experiences, perspectives, ethics, and values. And each generation forces society to look at life and work with a different focus, resulting in changes to workplace policies and procedures. It is not just coincidence that new programs addressing lifestyle changes, work/life balance, health and fitness — previously not considered key benefits — are now primary considerations of potential employees, and common practices among the most admired companies. This presentation visits the issues of generational differences and what they mean in the delivery of quality health care.