Wherever people with different values, experiences and opinions are required to work together, it’s inevitable that there will be tension of some sort. Today’s managers are increasingly wrestling with generational tensions in the workplace, arising from the perceptions, attitudes and communication styles that vary from generation to generation.
Here we explore the main causes of intergenerational tension, and offer some practical advice on how to tackle them.
NB: it is important not to assume all generational group members share exactly the same perspectives and attitudes, or behave in the same way. You should treat each of your team as an individual, with their own preferences, needs and skills.
The main causes of tension
In any team, different generations are often required to work together, each bringing a unique set of strengths, values, attitudes and characteristics. This diversity can often be an asset, encouraging creativity and improving performance, but it can also lead to misunderstanding and conflict.
A 2013 survey by Ernst & Young revealed that 75% of managers felt that managing intergenerational teams was a significant challenge; probing further, 77% said that different work expectations among the generations was a leading challenge they faced.
Problems can often surface when different generations form inaccurate perceptions of each other, or when there are conflicting work preferences. According to Tammy Erickson, writing in Harvard Business Review, the four primary causes of tension in intergenerational teams are:
choosing when and where to work;
communicating among team members;
getting together; and
finding information or learning new things.
Let’s take a look at each of these in turn.
1. Choosing when and where to work
While older generations like the Traditionalists and the Baby Boomers are more used to the ‘9-5, going to the office’ work pattern, Gen X (to some extent) and Gen Y want to be able to work more flexibly, at times and locations that suit them. Gen Y in particular see set, rigid working hours as a relic of a long-forgotten working era. This difference in attitude and its potential for misinterpretation can cause tension; for example, some people might view working from alternate locations as a sign that others don’t take their work seriously and are less committed. However, others might view the ability to work wherever they like as a benefit, as they can work where they feel they are more productive and therefore more likely to accomplish the team’s goals.
2. Communicating among team members
Generations X and Y tend to be more comfortable with technology, using social networking sites and collaboration tools with ease. They may dash off an email here, or an instant message there, and expect an immediate response. Therefore, they may feel frustrated when their older colleagues don’t respond straight away. As a counterpoint, older generations may not be completely comfortable with communicating via technology – they could feel irritated by a lack of direct, face-to-face communication, and may even feel like they are being kept out of the loop if they don’t use digital communication channels themselves.
3. Getting together
Erickson states that, “Boomers and X-ers are planners and schedulers; Gen Ys are co-ordinators.” The older generations like to stick to a plan, scheduling in meetings and events well in advance, while Gen Y will liaise with each other as and when the need to meet arises. Gen Y’s lack of advance planning and preparation could therefore potentially be a source of frustration for the older generations.
4. Finding information/learning new things
While some people may have preferred ways of learning, older generations such as Traditionalists and Boomers like to learn in more formal, traditional ways (such as training courses, reading). Gen X and Gen Y tend to have a more ‘hands on’ approach to learning. This means working things out as they go along, asking questions and using their networks to help access particular knowledge or skills. Gen Y, in particular, likes constant, immediate answers. In the workplace, your Boomer employees might get irritated by Gen Y’s continual need to ask questions.
How to tackle these tensions
Managing conflict is an important part of any manager’s role, and managing intergenerational tension is no different. When there is friction between older and younger employees, managers need to establish the root cause in order to resolve the problem in the most effective and most appropriate way. It may simply be miscommunication, or it could be due to a lack of respect from one or other party. Whatever the cause, early action should be taken to ensure that minor misunderstandings do not grow into more serious issues. Some tips on how to do this include:
Focus on helping your team members understand the impact of any intergenerational friction on the team’s work.
Make sure your team members understand the importance of treating each person as an individual, appreciating their differences and discouraging stereotyping.
As a team, elicit people’s preferences and, together, decide on some guidelines to help your team work more effectively together. These might include flexible working patterns and locations, how different types of information will be communicated and how you will work collaboratively (e.g. by scheduling in some meetings, but also using collaborative technology tools).
Create a safe environment where people can be open and honest with one another without feeling they are under attack. Get perceptions out in the open and share them – so that team members can see things from their colleagues’ perspectives. For example, a Traditionalist may find a Gen Y employee’s lack of formality inappropriate, while the Gen Y employee might feel exasperated when this older employee fails to respect their opinions and input.
Encourage collaborative working, by building project teams or task forces comprised of a diverse selection of older and younger colleagues. This will help each generation learn valuable lessons from the others as they share their knowledge, experience and insights. This pooled knowledge can also help generate creative solutions to workplace problems.
Provide opportunities (e.g. team building events or social activities) for your team to get to know each other better, in a relaxed and non-judgemental environment. This will enable your team members to learn about each other’s perspectives, motivations and preferences, and find common ground.
Provide opportunities for team members to learn from each other, e.g. through mentoring, reverse mentoring or buddying programmes. For instance, a Gen Y employee could buddy with a Baby Boomer to help them develop their social media skills, while more senior team members could share their industry knowledge or offer advice to new (younger) recruits.
Conclusion
Each generation brings its own unique values and characteristics to the workplace, which, if not managed effectively, can lead to misunderstandings and conflict. It is important, therefore, that managers are aware of the potential causes of tension between the generations, and know how to deal with these tensions so that they don’t escalate further. Encouraging team members to respect each other’s different perspectives, and to see each other as individuals will help you develop a supportive, collaborative and productive team.
Reference:
Ernst & Young, ‘Young managers rise in the ranks: survey quantifies management shift and reveals challenges, preferred workplace perks, and perceived generational strengths and weaknesses. Available at: http://www.ey.com/Publication/vwLUAssets/EY-Survey_shows_younger_managers_rising_in_the_ranks/$FILE/Executive-Summary-Generations-Research.pdf
Tammy Erickson, ‘The Four Biggest Reasons for Generational Conflict in Teams’, HBR Blog Network (16 February 2009). Available at: http://blogs.hbr.org/2009/02/the-four-biggest-reasons-for-i/
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