Transcript Slide 1
Generational Identity in the Workplace Communication and Managing Conflict November 25, 2008 Dr. Judy Laws Graybridge Malkam Stephen R. Covey Seven Habits of Highly Effective People “Seek first to understand, then to be understood” Agenda • Generational differences and communication • Generational differences and managing conflict • Strategies for communicating across generations Disclaimer • Different generations require different approaches • But be careful not to stereotype – “generations” is just one lens that can be used to help understand people. It is not the only lens. Communicating Across Generations Activity Three Way Communication Who’s Communication Style? I’ll just email the DG with this great Gen Y solution! Gen X Boomer Communication Styles Veterans Definition Send me a formal briefing Behaviour and Expectations Boomers Lets meet to discuss Gen X Gen Y Call or email when its important Send me a text Face to face or written Expect thorough communication is answers with many preferred details Efficiency and directness – get to the point Technology means fast questions, fast responses and access to everybody, no matter what level of seniority Only tell me when its really good or really bad. Feedback once a year and lots of documentation Sorry to Feedback whenever I interrupt, but want at the push of a how am I doing? button the "silent generation“ - don't expect members of this generation to share their thoughts immediately Want to be spoken Expect to be to in an open, direct kept in loop on style and dislike activities controlling language Resent being spoken down to Responses to Conflict • Veterans = “Oh no…they’re the bosses. I couldn’t do that.” • Boomers = “Let’s bring everyone together and we will resolve this.” • Gen Xers = Tell their coworkers in a straightforward way if there’s something they disagree with or don’t like. • Gen Ys = Don’t cope well with “in your face” conflict, such as unhappy customers complaining curtly about service. Managing Conflict Sources of Generational Conflict • • • • • • • Work Ethic Work-life Balance Feedback Communication Style Job Changing Rewards Training Case Study: Managing Conflict A manager of a group of 15 employees spanning all four generations comes to you, the human resources rep, with a problem. Some of the older workers are complaining that the younger employees are playing computer games over lunch. They feel this is inappropriate behavior on the job; he younger generations say that it is relaxing to them, and who cares what they do for their lunch time? How should you coach the manager to handle this conflict between her employees? Solutions to Address Generational Conflict • Get to know the different generational motives. Remember, each generation has a different motivating force, i.e. Generation X = quality of life, Generation Y = meaningful work, etc. • Don’t judge a book by its cover. Look beyond appearances to the generational core value that is driving the behavior of the person. • There is no “I” in team. A four-generation team that works together well will undoubtedly produce stronger results than any single focus group could. • It’s not what you say, but how you say it. Generational clashes often stem from miscommunication in tone or how the message is communicated, i.e. style comes across as bossy or too direct. Train all employees on effective communication strategies, i.e. how to have difficult conversations, resolving conflicts, etc. • Age doesn’t have a number. Adopt “ageless thinking” and look at how each generation shares a common history. It’s Monday Morning… What are the three things you are going to do differently on Monday as a result of attending this session?