Intergenerational Differences:
Bridging the Gap
Curtis L. Baysinger, MD
The Problem of Generations
Carl Manheim, German Sociologist, 1952
• First to describe generational differences
• “People are born into a class and develop a
particular view of the world based on the lens
through which they experience life, just as
people are born to a generation which also
colors their perspective of their own life
experiences. Unlike class, the generation you
are born to is unalterable”
The Problem of Generations
“What is happening to our young people?
They disrespect their elders, they disobey their
parents, they ignore the law.
They riot in the streets inflamed with wild notions.
Their morals are in a state of decay.
What, oh what, is to become of them and us?”
Socrates (age of 29): 401 BC
The Problem of Generations


A group of people defined by age boundaries
Those who were born during a certain era and
share similar experiences growing up. They
have common cultural or social
characteristics and attitudes. Their values and
attitudes, particularly about work-related
topics, tend to be similar, based on their
shared experiences during their formative
years.
President’s Address, American Society of Anesthesiologists Annual Meeting, 2002
Shared life experiences
during their formative
years
“People resemble their times
more than they resemble their
parents.”
The Problem of Generations

Never before has there been a workforce and workplace so
diverse in race, gender, and ethnicity.
(Zemke, et al., 2000)

We have four generations working side-by-side in the
workplace of most large US organizations for the first time
in history.

All have unique experiences and attributes which influence
their attitudes towards work.
Adapted from: Heritage Foundation. Societal Impactts oft the Generational Gap. 2000
Baby Boomers
31%
Gen Xers
33%
Traditionalist
12%
Millennials
24%
Composition US Workforce 2020: US Dept Labor
Statistics
Some Statistics

The labor force is at the lowest rate since the
1930’s and the US birth rate continues to decline.

By 2025, 1 in 5 workers will be over age 55. The
slowing of the workforce translates to an
estimated shortfall of 20 million workers over the
next 20 years.
Adapted from K. Tyler, Neckties to Nose Rings (2012)
The Problem of Generations
• Changing demographics
• It will impact in the workplace,
positively/negatively
• Increases in communication and management
• Measures to promote teamwork required
The Problem of Generations
There is conflict:
“They have no work ethic. They’re a bunch of
slackers.”
“So I told my boss. If you’re looking for loyalty buy a
dog.”
“If I hear, ‘We tried that in ‘87 one more time I’ll
hurl.’”
“Lighten up! Work should be fun.”
“I wouldn’t be caught dead wearing that.”
“I have a new rule. I will not attend meetings that
start after 5 P.M. I have a life”
The Problem of Generations
Think of the time on a job you heard comments like:
• I remember when…….
• Just do your job!
• You are right, but I am the boss!
• NO!
• The kid wants a promotion after six months on
the job
Generations
• Traditionalists/Silent Generation/Matures
– 1925 – 1945 (89 – 69 years of age)
• Baby Boomers
– 1946 – 1964 (68 – 50 years of age)
• Generation X/Baby Busters/13th Generation
– 1965 – 1981 (49 – 33 years of age)
• Millennials/Generation Y
– 1982 – 2000 (32 – 14 years of age)
• Nexters?
– 2001 – present (14 – 0 years of age)
Traditionalists/Matures
Traditionalists
1922 – 1946 52.0 Million
Veterans, WW II Gen, Seniors, Silent Gen,
Matures, Veterans
Make up about 6% of the workforce today
Traditionalists/Matures: Events
•
•
•
•
•
•
•
Great Depression- Sacrifice and hard times
New Deal
World War II – Atomic Bomb
Social Security Mandatory
Industrialization
Korean War
Radio/telephone
Traditionalists/Matures: Values
• Hard Work
• Frugal
• Dedication & Sacrifice
• Honor / Respect for Rules
• Sacrifice: duty before pleasure
• Conformity
Traditionalists/Matures
Leadership Style
Direct, Command & Control
Communications
Formal/memo, One on One
Interaction
Individualist
Other
No news is good news
Experience is respected
Education for many was a dream
Rotary Phones
Money—save and pay with cash
Family is traditional
Children are seen, not heard
Lifetime career with one employer
Baby Boomers
Baby Boomers: Events
•
•
•
•
•
•
•
•
•
Civil Rights
Space Travel
Cold War
Sexual Revolution
Assassinations
Rock and Roll
Vietnam War
Television
Credit Cards
Baby Boomers: Events
• Fewer rules: Childhood environment more
nurturing
• Prosperous times: Few layoffs
• Feminism
• Women entered workforce
Baby Boomers: Values
• Optimism
• Team Orientation
• Personal Gratification
• Involvement
• Personal Growth
• Workaholic/Material Acquisition
• Competitive
Baby Boomers
Leadership Style
Consensual, Collegial
Interaction
Team player, love to have meetings
Communication
In person
Other
Love title recognition
Money
You are valued and needed
Education is a birthright
Family begins disintegrating
Buy now, pay later
Affluent
Generation X
Gen X-ers
1965 – 1977 70.1 Million
Twenty Somethings, Thirteeners, Baby Busters,
Post Boomers
Currently make up 29% of workforce
Generation X/ Events
• Fall of Berlin Wall
• Women’s Liberation
• Watergate
• AIDS
• Cynical
Generation X/ Events
•
•
•
•
•
Energy Crisis
Video Games
Latchkey Upbringing
Personal Computers
Turbulent economic times –
downturn in 80s, upswing in 90s
Generation X/ Values
• Diversity
• Techno Literacy
• Fun & Informality
• Self Reliance/Autonomy
• Pragmatism/Results oriented
• “Work to Live”
• Friends with their child
• Career security vs job security
Generation X
Leadership Style
Everyone is the same
Challenge others
Interaction
Entrepreneur
Communications
Direct
Immediate
Electronic
Other
Freedom is the best reward
Latch Key Kids
Money cautious….save-save
Education is a way to get there
Sorry to interrupt,but how am I
doing?
Millennials
Millennials
1978 - 1994
69.7 Million
Nexters, Generation Y, Generation 2001,
Nintendo Gen, Gen Net Internet Connection
Currently make up 20%
Millennial/Events
• Oklahoma City
• School Shootings
• Technology/Internet
• Clinton/Lewinsky
• Conservative Values
Millennial/Events
•
•
•
•
•
Fall of Berlin Wall
O. J. Simpson & Casey Anthony Trials
Columbine and Norwegian Shootings
September 11th Tragedy
Iran and Afghanistan WarsGlobal perspectives
• Some economic prosperityMarket melt downs
Millennial/Values
• Optimistic/Prosperity has increased during their lifetimes
• Team Oriented
• Civic Duty
• Confident
• Achievement Oriented
• Respect for Diversity
• Social
Millennials
Leadership Style
TBD
Interaction
Participative
Communications
E-mail
Voice mail
Cell phone
Other
Meaningful work
Whenever I want it I can push & click
Will work with other bright & creative people
Merged families
Earn money to spend it
What really matters in the
workplace?
Generational Interaction
• Leadership and Authority:
Traditionalist
– Leadership - Hierarchy
– Authority - Respectful
Baby Boomer
– Leadership - Consensus
– Authority – Love/Hate
Generation X
– Leadership - Competence
– Authority - Unimpressed
Millennials
– Leadership - Teamwork
– Authority – Respectful, but autonomous
Generation Interaction
Matures and Boomers may have a
tendency not to question or challenge
authority or the status quo. This may
cause confusion and resentment among
the Xers and Millennials who have been
taught to speak up.
Generational Interaction
• Xers and Millennials who
have had different life
experiences and
communicate with people
differently, may fail to
actively listen to Boomers
and Matures, thereby
missing valuable
information and guidance.
Generational Interaction
• Xers and Millennials
– Prefer electronic communication.
– Do not like meetings.
– Many have not developed listening skills.
• Traditionalists and Boomers
– Prefer face-to-face communication.
– Boomer bosses like to have at least one meeting
each week with employees
Generational Feedback
• Feedback styles that may appear informative and
helpful to one generation might seem formal and
“preachy” to another.
• Feedback an “Xer” thinks is immediate and honest can
seem hasty or even inappropriate to other generations.
• Some older generations have been told that there is a
time and place for feedback. Younger generations
haven’t necessarily been taught this “rule”.
Generational Feedback
Generational Feedback
• Matures seek no applause, but appreciate a subtle
acknowledgement that they have made a difference.
• Boomers are often giving feedback to others, but seldom
receiving, especially positive feedback.
• Xers need positive feedback to let them know they are on
the right track
• Millennials are used to praise and may mistake silence for
disapproval. They need to know what they are doing right
and what they are doing wrong.
Generational Feedback
• Matures-“No news is good news”
• Boomers-“Feedback once a year and lots of
documentation”
• Xers-“Sorry to interrupt, but how am I doing?”
• Mellinials-“Feedback whenever I want at the
push of a button.”
How to make the workplace
situation better
Generational Challenges
in the Workplace
• Poor communication
• Decreased productivity, quality, & innovation
• Misunderstood attitudes, relationships & working
environments
• Less engaged volunteers & coworkers
• Lack of motivation, initiative, and team work
Bridging the Generation Gaps
• As a worker/group participant
– Appreciate differences
– Acknowledge your interdependency
– Appreciate what you have in common
Bridging the Generation Gaps
• As a worker/group participant
– Discuss expectations
– Inquire about immediate tasks
– Look for ways to cut bureaucracy and red tape
– Keep up with technology
Bridging the Generation Gaps
Expect your leader to: / If you are a leader :
Focus on goals
Make everyone feel included
Break the bonds of tradition
Show employees the future
Encourage balance
Bridging the Generation Gaps
• Getting along with Traditionalists
– Honor the chain of command
– Value the legacy they have built
– Value their experience
– Appreciate their dedication
– Communicate one-on-one
– Learn the organizational history
Bridging the Generation Gaps
Getting along with Boomers
– Show respect
– Choose face-to-face conversations
– Give people your full attention
– Learn the organization’s history
Bridging the Generation Gaps
•Getting along with Xers
– Get to the point
– Use email
– Give them space
– Get over the notion of dues paying
– Lighten up
Bridging the Generation Gaps
Remember the Golden Rule?
“Treat others as you would like to be
treated.”
Change it to the Platinum Rule
“Treat others as they would like to be
treated”
Personal Strategies for
Thriving in the Workplace
Bridging the Generation Gaps
• Wishing people were more like you is not an
effective strategy to success
• Build a community of relationships within the
organization
• Leverage those relationships
• Conduct your own generational audit of the
organization
• Develop a healthy work/life balance
Bridging the Generation Gaps
• Assess your and the organization’s values
– Are mine, the persons who work here, and the
stated and unstated values of the organization
similar?
– What are the real rules by whom gets what in the
organization?
Bridging the Generation Gaps
• Ask yourself about the Formal Dimension:
– What am I supposed to do for the organization?
– What help can I expect?
– How and when will I be evaluated?
– What will I be paid? What influcence will my
evaluation have on that?
Bridging the Generation Gaps
• Assess your Psychological Dimension:
– How hard will I have to work?
– What recognition, financial or other satisfaction, will I
receive for my efforts?
– Do I need advice on assessing the reward/work
balance
Bridging the Generation Gaps
• Find a mentor:
– “Wise and Trusted Counselor” – Homer: “The Odyssey”
– Someone you would like to be
– Someone who can help you get to where you
want to go
– Someone who :
• “Coaches – gives correction without creating
resentment”
John Wooden
Bridging the Generation Gaps
Expect to fail:
“To achieve your dreams you must embrace adversity
and make failure a regular part of your life. If you are
not failing, you are probably not really moving
forward”
John Maxwell
Be a professional:
“Being a professional is doing the things you love to
do on the days you don’t feel like doing them”
Julius W. Erving, II (Dr J)
References
1. Zemke, R., Raines, C., & Filipczak, B. (1999).
Generations at work: Managing the clash of
veterans, boomers, Xers and nexters in your
workplace. New York: AMACOM Books.
2. Twenge JM, Campbell SM. Generational
differencesin psychological traits and their
impact on the workplace. J Mang Psychol 2008;
23: 868-877.
FEEDACK/DISCUSSION?
Traditionalists/Matures
•
•
•
•
Conservative somewhat dressy clothing
Neatly trimmed hair
Owns American Golf Clubs
Memories of Marx Brothers, Sinatra, Big Bands,
Big Cars
• TV included Ed Sullivan, Bonanza, Father Knows
Best
• Heroes include FDR, Superman, Babe Ruth,
Dimaggio, Patton, MacArthur
• Memorabilia include Juke Boxes, Blondie, Lone
Ranger, Charlie McCarthy
Baby Boomers
•
•
•
•
May wear designer glasses, whatever is trendy
Longer Hair
Designer Suites
Memories of Smothers Brothers, Beatles, Lassie,
Drive In, Mickey Mouse Club
• TV includes Laugh In, Westerns, Lassie, Mod
Squad, Carson, MASH, Sunday Night Disney
• Heroes include John and Jackie Kennedy, MLK,
John Glenn, John Lennon, Gandi
• Memorabilia includes fallout shelters, TV dinners,
Hula Hoops, Peace Sign, Poodle Skirts
Generation X
• May wear functional clothing, have tattoos, any
style hair, naval or nose rings
• Memories of Tonya Harding, Snoop Doggy Dog,
Beavis & Butthead, Video Games
• TV includes SNL, Friends, 90210, Cosby,
• Heroes include Michael Jordan, Ron Reagan,
Magic Johnson
• Memorabilia include Brady Bunch, Pet Rocks,
Platform shoes, ET, The Simpsons, Sesame Street,
Cabbage Patch Dolls
Millennials
• May wear Retro Clothing, Spiked , bleached or “in
style” hair, Body Piercing
• Pagers
• Memories of Goo-Goo Dolls, Trench coat Mafia, 9-11
• TV includes Dawson Creek, The WB, Malcom in the
Middle, Who wants to be a Millionaire, That 70’s Show
• Heroes include NYPD/NYFD, Parents, Princess Diana,
Mother Theresa, Bill Gates, Mia Hamm, Tiger Woods
• Memorabilia include, Barney, Teenage Mutant Turtles,
American Girl Dolls, Spice Girls, X-Games, Oprah, Rosie
Bridging the Generation Gaps
We have absolutely
nothing in common!”
What bugs you?
Drives you crazy?
Bridging the Generation Gaps
•Millennials
– Find areas that challenge you
– Encourage your boss/group participants to
ask for your opinion
– Ask to collaborate
– Find a mentor
– Realize that timely feedback may be on
their schedule, not yours