Its causes of intergenerational conflict
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The Four Biggest Reasons for Generational Conflict in Teams
by Tammy Erickson
FEBRUARY 16, 2009
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Today most of us work closely with colleagues that span at least three, if not four generations. The possibility that we’ll misunderstand another team member’s behavior is high. It’s easy to form a hasty and incorrect impression of someone from another generation.
While inter-generational misunderstandings can occur in a variety of situations, for teams, I find
generational conflict unusually centers around four essential team activities :
Choosing where and when to work
Communicating among team members
Getting together
Finding information or learning new things
Choosing where and when to work. Listen to the language: many older colleagues speak of “going to work.” Members of older generations often view work as a place – a location you go to at a specified time, say from 8:30 am to 5 pm. This synchronicity stems from a time when the nature of most work required that workers to be present together, for example, to run a manufacturing assembly line. Over time, of course, the nature of work in most sectors of the economy has changed; today most tasks do not require synchronous activities, yet many in older generations — including many senior executives — continue to expect synchronous behavior
by Tammy Erickson
FEBRUARY 16, 2009
SAVE SHARE
Today most of us work closely with colleagues that span at least three, if not four generations. The possibility that we’ll misunderstand another team member’s behavior is high. It’s easy to form a hasty and incorrect impression of someone from another generation.
While inter-generational misunderstandings can occur in a variety of situations, for teams, I find
generational conflict unusually centers around four essential team activities :
Choosing where and when to work
Communicating among team members
Getting together
Finding information or learning new things
Choosing where and when to work. Listen to the language: many older colleagues speak of “going to work.” Members of older generations often view work as a place – a location you go to at a specified time, say from 8:30 am to 5 pm. This synchronicity stems from a time when the nature of most work required that workers to be present together, for example, to run a manufacturing assembly line. Over time, of course, the nature of work in most sectors of the economy has changed; today most tasks do not require synchronous activities, yet many in older generations — including many senior executives — continue to expect synchronous behavior
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