GET THE BIG PICTURE:
Build a Cohesive Workplace by Understanding Generations
Veterans
Millennials
Working
Together
GenXers
Baby
Boomers
By: Laura Kavanaugh
COM 439
12/10/09
2
Description of Training Manual
Purpose:
GET THE BIG PICTURE: Build a Cohesive Workplace by Understanding Generations is devised to assist generations to
effectively collaborate with one another and to understand each generation’s tendencies. This training program is
provided with the purpose of facilitating a new perspective on leveraging age diversity within organizations that have a
highly age-diverse population. Bridging generational gaps at work are accomplished through understanding the
differences that pull generations apart. Consequently, it is crucial for managers to have an in-depth insight to every
generation.
The manual provided contains tools aimed toward bridging the generation gap that are useful in recruiting,
retaining, motivating, and managing each generation more effectively. This manual is most beneficial when employees
working in organizations are often challenged when communicating with those in different generations. This is useful
because they often do not understand that generational differences create conflict and there are different ways to
communicate with those of another generation.
Intended Audience: Managers with a highly age-diverse population and employees that hold leadership positions
within their organization.
Instruction Time: 1 Hour
Group Size: 15-25 people
Laura Kavanaugh
COM 439
12/10/09
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EXERCISE 1: Common Descriptors
Break off into small groups and determine common descriptions of each generation below based on the
following topics:
-Core Values
-Strengths
-Upbringings
-Work Ethic
-Major Life Events
-Challenges
-Technology
-Leadership
Veterans (Born 1930-1944)
Baby Boomers (Born 1945-1963)
Generation X (Born 1964-1985)
Millennials (Born 1986-2001)
Laura Kavanaugh
COM 439
12/10/09
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Comparing Generations: The Big Picture
Veterans
Baby Boomers
GenX
Millennials
Point of View
Practical
Optimistic
Skeptical
Hopeful
Leadership
Command and Control
Respect power and
accomplishment
Egalitarian
Constant Development
Authority
Respectful
Love/Hate
Unimpressed
Polite
Communication
Formal but personal
Somewhat formal; mix of
electronic and face-to-face
Casual and direct;
electronic
Interactive and
collaborative
Loyalty
To the organization
To the job
To individual career goals
To the team
Views on
Technology
Complex and challenging
Necessary for progress
Technoliterate; Practical
for efficiency
“What else is there?”
Praise and
Recognition
Personal acknowledgement
Public acknowledgement;
upward mobility
Need positive feedback
Constant feedback
Sources: Facilitating Small Group Communication as a Leader: A Management Development Manul. Dr. Ronald C. Fetzer. ; Generations at Work. Zemke, Raines, and Filipczak.
Laura Kavanaugh
COM 439
12/10/09
5
Effective Interaction Across Generations:
Veterans
Suggestions to Communicate Effectively With Each Generation
Baby Boomers
GenX
GenY
Acknowledgement
-Emphasize experience
and expertise as an asset
-Emphasize experience and
expertise as an asset
-Recognize talents and expertise
-Recognize talent and their ‘fresh’
perspectives
Work Ethic
-Strictly follow rules
-“By the book”
-Get it done no matter what it
takes
-Work overtime to finish
-Take the fastest way to achieve
results
-Rules are flexible
-As long as the work gets done by
the deadline and goals are reached,
the schedule shouldn’t matter
Communication
-Be direct and polite
-Use a personal touch
(ex: hand-written notes)
-Don't go around or over
them in terms of
decision-making
-Balance between email,
voicemail, and face-to-face
interaction
-Ask for their input
-Decisions by consensus
-Use informality appropriately
-get to the point
-Will use email/ voicemail
-Don’t sugar coat anything
-Be direct and optimistic -Use
various modes – email, voicemail,
social media, etc.
-Let them know you are willing to
learn from them and let them
provide input
Time Orientation
-Emphasize long-term
strategy
-Avoid making alternative
schedules or arrangements
-Focus on the work that needs to be
completed
-Allow schedule flexibility
Rewards
-Traditional rewards
meaningful
-Public recognition and perks
-Allow for flexibility
-Save meetings for issues that
truly require face-to-face
interaction
-Reward performance
Motivation
-Appeal to traditional
values
-Focus on relationships as well
as results
-Promote work-life balance
-Appeal to their idealism – provide
purpose
Feedback
-Subtle comments is
intrinsically motivating
to them
-Provide Structure
-Would rather give feedback ,
so let them do so
-Sincere and positive
-Be specific and timely
-Give opportunities for them to
achieve
-Ask questions
-Don’t use it all the time to
communicate – prefer paper
copies over electronic
-Provide tools to help them learn
quickly via technology, articles,
charts & graphs etc.
-Realize they feel it is the most
efficient way to communicate
-Immediate
-Interact as a coach, rather than an
authority figure
-UTILIZE MENTORS
Decision-Making
Learning and
Development
Technology
Laura Kavanaugh
-Be patient and explain
logic behind technology
COM 439
-Create opportunities to develop
skills
-Have them utilize technological
resources to solve problems;
Provide online resources
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Exercise 2: Reflect On Past Experiences
With the knowledge from the previous charts, discuss in your small groups the following questions:
1. Have you noticed these traits among the differing generations?
2. What are some misconceptions you have noticed among each generation? With this knowledge, is there more understanding behind a
colleague’s characteristics and actions? Please reflect and explain.
3. Discuss examples of intergenerational conflict within your workplace.
4. What can you do differently to leverage age diversity with your current position?
Laura Kavanaugh
COM 439
12/10/09
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Exercise 3: Set Age Diversity into Action!
Please reflect on your personal work experiences and set specific goals to how you will work differently with those from other
generations.
Veterans
•Colleague Name:
•Meetings/Projects:
•How I will communicate this:
Baby Boomers
•Colleague Name:
•Meetings/Projects:
•How I will communicate this:
Generation X
•Colleague Name:
•Meetings/Projects:
•How I will communicate this:
Millennials
• Colleague Name:
• Meetings/Projects:
• How I will communicate this:
Laura Kavanaugh
COM 439
12/10/09
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Exercise 4: Utilize Hofstede’s Theory and Generational Differences
Below are suggestions to utilize Hofstede’s Theory of Cultural Dimensions across generations into your workplace. With an
understanding of these dimensions and how it also relates to cross-generational communication, age diversity can be leveraged.
Hofstede’s Theory of Cultural Dimensions
Veterans
High PD
Power Distance
Baby Boomers
Gen X
High PD
Low PD
GenY
Low PD
-Understand they are
more comfortable in a
hierarchical setting
-Understand that they
respect power and
accomplishment
-Understand that they
will question those
‘higher up’
-Understand that they
need structure and
supervision
-Don't go around or over
them in terms of decisionmaking
-They do not respond
well to feedback,
therefore acknowledge
their experience and
expertise. Let them know
you are willing to learn
from them!
-Don’t sugarcoat bad
news. Be direct.
-They need to be
coached, rather than
‘bossed’
-Establish a strong
rapport
Veterans
-Ideas must be evaluated
based on merit, not by
senority
Individualism vs. Collectivism
Baby Boomers
Gen X
-Become a mentor to
them.
GenY
Collective
Individual
Individual
Collective
-Talk about traditions of
the company.
-Conformists
-Provide more traditional
rewards for performance,
since this is viewed as a
status symbol. (i.e
plaques, photo with the
CEO, etc.)
-Focus on their teamoriented traits more than
personal gain through
compensation and
reward
-Create a fun and relaxing
work environment.
-Create a collaborate
environment for them to
thrive and where
teamwork is highly
valued
Laura Kavanaugh
-Do not micromanage
them! Allow them
freedom to work.
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Veterans
Masculine
-Be mindful of gender
roles, since they grew up
in a time where they
were distinct.
Veterans
High UA
-Realize that they don’t
like change.
-They like clear
expectations, formal
policies, and key
players in
organizations. Take the
time to orient them
with this.
-Be patient in teaching
them technology skills.
Remember that they
grew up in a time when
it didn’t exist.
Laura Kavanaugh
Masculinity vs Femininity
Baby Boomers
Gen X
Masculine
Feminine
-Understand that they are
more assertive and
aggressive towards
change
-They view work as a means
to survive
-Stress balanced decisionmaking and equality within
your organization
Uncertainty Avoidance
Baby Boomers
Gen X
High UA
-Realize they tend to
avoid conflict, but will
voice their opinions
Low UA
-Realize that they
consider change as an
opportunity to develop
-Provide written back
up and information
with arguments. This
will help to gain
credibility with them.
-Stress the importance
of innovation,
multitasking, and
empowerment.
GenY
Feminine
-They openly accept
demographic diversity
and gender roles are
becoming less prevalent
-Provide opportunities
for community
involvement
GenY
Low UA
-Give them clear job
expectations
-They appreciate
mentors because they
can teach them about
organizational politics,
which they hate.
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Veterans
Long-Term
-Emphasize a long-term
strategy (in terms of
months and years, not
weeks)
Long vs Short-Term Orientation
Baby Boomers
Gen X
Short-Term
-Direct discussion to the
near future of the
company
-Focus on challenges
because they want to
solve problems
Long-Term
-Understand they value
their time and don’t want
to discuss something that
could easily be
communicated in an
email.
GenY
Short-Term
-Understand that they
rely on immediacy.
-Give constant feedback
on the spot.
-Keep information brief
and scannable.
-Realize they are focused
more on long-term
results.
References: Facilitating Small Group Communication as a Leader: A Management Development Manul. Dr. Ronald C. Fetzer. ; Generations at Work. Zemke, Raines, and Filipczak.
Laura Kavanaugh
COM 439
12/10/09