University of Wisconsin - Extension

In many businesses today, four generations are working side by side: "Matures," "Baby Boomers," "Generation X" and "Generation Y." Each generation brings its own perspectives and ideals to the job, which can result in occasional conflict and controversy.

"I kept hearing from local businesses how frustrated they were with managing particular generations," says Beverly Stencel, UW-Extension community resource development educator in Washburn County. "In addition, at recent Team Building/Employee Motivation workshops, developed and taught with UW-Extension Area Business Development Educator Hans Hanson, the most popular section by far was where we briefly addressed managing Generation X."

"The generational conflict in the workplace is here to stay and will probably become even more intense in the future," notes Hanson. Issues that have helped create increased generational conflict are the worldwide economy; rapid changes in the workplace; downsizing of companies/organizations; mergers, acquisitions and consolidations of companies; elimination of many middle management positions; seniority as only one element of promotion; and technology.

These changes in the workplace have made companies and organizations very flat with limited upward mobility, which causes people from different generations to compete for the same jobs. "The overall result is that in today's work environment, no job is safe and no career is assured," says Hanson. "This causes managers and employees to identify more with their generation and blame other generations for workplace problems and issues."

In response, Stencel and Hanson researched and developed a new workshop entitled Managing the Generations. "Our workshop objectives were to explain characteristics about each of the generations, who they are, how they are different and why, and to share tips and techniques to manage, motivate, and retain a diverse workforce," notes Hanson.

"We first identify just who the four generations encompass," says Stencel. Matures are those born between 1922 and 1946. Baby Boomers, at 72 million strong the largest generation, were born between 1946 and 1964. The infamous Generation X'ers were born between 1964 and 1980. The youngest generation, born between 1980 and 2000, encompass Generation Y, also known as Nexters.

In recent decades, the rate of technological, social, educational and economic changes has accelerated to the point where these different generations have grown up experiencing significantly different events which have shaped their value systems. Research indicates that the majority of conflicts arise from value differences. Understanding generational values and how these values developed can help businesses and organizations better manage and work across the generations.

According to Morris Massey in "The People Puzzle," we cannot change the generations nor reconcile their differences. Instead we need to acknowledge the validity of their values, explains Stencel. "We need to change how we manage, motivate and work with differing generations. How we choose to respond to coworkers from another generation can lead to either the escalation or de-escalation of conflict."

The Managing the Generations workshop provides information on several levels of response proposed by Claire Raines and Jim Hunt in their book, "The Xers & The Boomers." "In using a level one response, you acknowledge the generational differences and you don't allow them to antagonize you - you simply let it go and move on," notes Stencel.

"At level two you actually change your behavior by consciously choosing what you say or don't say, what words you choose to use, and the way you respond. For a level three response, you discuss the communication styles of the different generations involved and agree on more effective ways to communicate," she adds.

Because generational conflict in the workplace are based on a difference in values, ambitions, views, mindsets and demographics, each generation is motivated by different messages in the workplace, notes Hanson. This is highlighted in a book titled, "Generations at Work," by Ron Zemke, Claire Raines and Bob Filipczak.

The VETERANS like to be respected and have a very dedicated work ethic. They like to hear motivational messages that tell them: "Your experience is respected here" or "Your perseverance is valued here and will be rewarded." The BOOMERS want personal gratification, so motivational messages such as: "You're important to our success," "Your contribution is unique and important to us" or "We need you" work well with them.

The GENERATION Xers want independence in the workplace, so they are motivated by hearing: "Do it your way," or "There are not a lot of rules here," or "We are not very formal in the workplace." The NEXTERS really like a team-oriented workplace, so motivational messages such as: "You'll be working with other bright, creative people," or "You and your coworkers can help turn this company around" can be effective.

Many companies and organizations are successfully managing generational conflict in the workplace by following what the authors of "Generations at Work" call the ACORN Imperatives or Principles. They are as follows:

• Accommodate employee differences.
• Create workplace choices.
• Operate from a sophisticated management style.
• Use a situational leadership style to accommodate many workplace situations and issues.
• Respect competence and initiative.
• Nourish retention.

"The ACORN Imperatives are simple and straightforward, yet they are hard to use in the workplace on a consistent basis in the daily leadership and management of an organization," Hanson says. "You have to work at adhering to these imperatives and, if you can, your reward will be that you can minimize generational conflict in your organization and can create or maintain a very positive working environment, for yourself and your employees."