Generational Conflict in The Workplace – A Case of a Local Organization *Note: To keep the confidentiality of individuals and organization in the case, the actual names of people and places are undisclosed. While generational differences exist and issues are happening in the workplace, we cannot make a generalized assumption that younger adults’ turnover solely to conflict with senior colleagues. This case study serves as an example of generational conflict and focuses on individuals’ experiences in one particular workplace. Nita started her work at a local organization. The majority of employees consist of people in their midthirties and older. Some senior employees have been working in the organization for more than a decade. The organization offers good salary and benefits. Nita considered herself as one of the young colleagues in the organization. She is full of ideas and often has innovative approaches to her work. After her probation, she noticed that whenever she proposed new concepts or approaches to the team, her colleagues ignored her suggestion or gave her a list of challenges of how her approach may not work. While Nita wants to have flexible work arrangements and autonomy, her senior colleagues might be accustomed to more structured routines and defined roles. She found that numbers of tasks were taking so much time to complete because her colleagues avoid taking risks, therefore, they had lots of meetings and repetitive discussion on the same topic before reaching final decision. Nita favors direct communication, while senior colleagues might prefer a more indirect or diplomatic approach. This sometimes led to misunderstandings and frustration on both sides. After eight months of working, Nita felt like the organization did not provide the opportunities to grow professionally and her creativity was hindered due to the lack of innovative approaches. She eventually left the organization. Nita’s friend, Chenda, was hired by the organization in the same position. Chenda encountered similar differences and difficulties as Nita. Since my colleagues knew that Nita and Chenda are friends, they compared Chenda to Nita. Chenda felt like she was performing her work under the expectations of her colleagues for her to reach Nita’s standard. Chenda decided to leave the organization in her 4th month. The above case study offers insight into the challenges that created by the generational differences. Flexibility: Younger generations often prioritize work-life balance and may prefer flexible work arrangements or remote work options. Older generations may be more accustomed to traditional working hours and fixed schedules, leading to tension over scheduling and expectations. Decision-making: Older generations may favor top-down decision-making, while younger generations may prefer collaborative approaches. This can create conflict when it comes to project planning, task assignments, and feedback mechanisms. Risk-taking: Younger generations may be more open to taking risks and trying new things, while older generations may be more cautious and prefer established methods. This can lead to disagreements over company strategies and project initiatives. Foster a culture of collaboration: Encourage teamwork and shared decision-making. This can create a more inclusive environment where everyone feels valued and heard. Promote continuous learning: Invest in training and development programs for all employees, regardless of age. This can help everyone stay up-to-date with industry trends and develop new skills. Address Real Concerns: Conduct surveys and hold focus groups to understand Gen Z's specific concerns. Address issues like career development, compensation, and workplace culture to create a more engaging environment. Promote Mentorship and Teamwork: Encourage cross-generational mentoring programs where both Gen Z and Gen Y can learn from each other's strengths and perspectives. This can foster positive relationships and knowledge sharing. Focus on Benefits: Clearly articulate the benefits of new practices, addressing concerns about efficiency, effectiveness, and alignment with organizational goals. Phased Implementation: Introduce new practices gradually, allowing time for learning and adjustment. Ensure proper training and support throughout the process. Open Communication: Create a culture of open communication where concerns and questions are heard and addressed. Encourage honest feedback from all team members, regardless of age. Pilot Programs: Implement pilot programs to test new practices on a small scale before wide adoption. This allows for early identification and mitigation of potential issues. Celebrate Successes: Recognize and celebrate successful implementation of new practices, showcasing the positive impact on individuals and the organization.
