2. Generational Identity in the Workplace
Communication and Managing Conflict
Notes:
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November 25, 2008
Dr. Judy Laws
Graybridge Malkam

3. “Seek first to understand, then to be understood”
Stephen R. Covey
Seven Habits of Highly Effective People

4. Agenda Generational differences and communication
Generational differences and managing conflict
Strategies for communicating across generations
2:35 – 2:40 Objectives and Background: (5 min)
To stimulate awareness of how different generations communicate
To understand how to manage differences
To identify strategies for communicating across generations

5. 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.

6. Communicating Across Generations

7. Three Way Communication
Activity
Three Way Communication
2:40 – 3:00 Large Group Activity: (20min)
Purpose: The purpose of this activity is to experience communication using the communication method assigned to you and to help identify key aspects of this communication method and implications for communicating across generational differences.
Instructions:
Face-to-face Groups: Sit or stand together in a circle (where you are face-to-face). You are to have a 5 minute conversation about generational differences at work.
Telephone Groups: You will sit or stand blindfolded with a bandana around your eyes (in which you cannot see each other) to replicate the telephone environment. You are to have a 5 minute conversation about generational differences at work.
Internet Groups: You will sit or stand back-to-back to each other and may not speak. In order to communicate, you will write notes (with the notepad and pencil provided to you) and pass them to one another. You are to have a 5 minute conversation about generational differences at work.
After 5 minutes, re-join the large group.
Debrief: Go to each of the groups and ask:
What helped the communication?
What hindered the communication?
What is the relevance of the method of communication you experienced to communicating across generations?

8. Who’s Communication Style?
I’ll just the DG with this great solution!
Why is he still talking, I understand what he wants….
Gen Y
Gen X
Lets schedule a conference call to get everyone’s input and discuss
Boomer

9. Communication Styles Veterans Boomers Gen X Gen Y
Definition
Send me a formal briefing
Lets meet to discuss
Call or when its important
Send me a text
Behaviour
and
Expect-
ations
Face to face or written communication is preferred
Expect thorough answers with many 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 interrupt, but how am I doing?
Feedback whenever I want at the push of a button
the "silent generation“ - don't expect members of this generation to share their thoughts immediately
Want to be spoken to in an open, direct style and dislike controlling language
Expect to be kept in loop on activities
Resent being spoken down to

10. 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.

11. Managing Conflict Materials Required: Slides
3:00 – 3:20 Lecturette (20min)
Materials Required: Slides

12. Sources of Generational Conflict
Work Ethic
Work-life Balance
Feedback
Communication Style
Job Changing
Rewards
Training
Refer to summary chart

13. 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?
Table Activity (10 min):
Ask participants to discuss the case on the slide.
Debrief:
Quickly go around the room asking each group to share one of the strategies they came up with.
Walk through the next slide highlighting solutions to address conflict
Answer to the case:
Before coaching the manager on this situation, the HR person needs to do a little homework:
What is the established company policy regarding personal use of company computers? If there is a policy against the use of company computers for personal use including games, ten the procedure in the policy should be followed, and followed consistently across all employees.
Are the games the employees playing offensive or causing harassment to others? If so, the company policy regarding harassment should be followed.
Are the games the employees are playing distracting others from doing their jobs? If so, the manager will want to address the issue from a productivity perspective.
If the answer to these three questions is no, the HR person should coach the manager to talk to both groups further about the issue. If the manager isn’t comfortable having the conversation than HR may need to do it. For the employees with the complaint, find out what impact the game-playing is having on them. Depending on the response, explain to them that there is no policy prohibiting this action, and ask them what they do during their lunch breaks, Explain that other employees have chosen to spend their lunches playing games in order to relax, and be more productive when their break is over.
The manager will also need to talk to the younger employees. To begin with, they may not even be aware that there is a problem. Be sure they understand what the company policy is regarding using company equipment and time for person use. Ask them to be sure that what they are playing is not distracting and offensive to others. Also, they may want to consider including others in their games.

14. 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.

15. It’s Monday Morning…
What are the three things you are going to do differently on Monday as a result of attending this session?
If time solicits comments from group.
If no time, ask them to take a few minutes before they leave to think about this.
Good byes