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When Generations Collide When Generations Collide By Dennis Doverspike and Alison O’Malley I’m not tryin’ to cause a big sensation, I’m just talkin’ ‘bout My Generation (from The Who’s My Generation, written by Peter Townshend, copyright 1965 Fabulous Music) Acknowledgements of the existence of a “generation gap” (i.e. a difference in attitudes or values between generations) appear to be as old as oral history. Many Roman and Greek myths rely upon the concept of titanic struggles between parents and their children. In the United States during the 1960s, the concept of a generation gap was often used to explain a variety of intergenerational conflicts. So, the image of generations—as many as four possible generations—competing in the workplace in the 2000s is one that has attracted both popular and scientific interest. It has led to dramatic statements, which lead to accompanying vivid images of the generations colliding or clashing in a battle for dominance of the workplace. Dramatic imagery aside, the prevailing argument has been that managers in organizations, including human resource managers, must find ways to deal with this diversity of generational cultures. In theory, human resource managers and others can deal with this generational diversity by 1) understanding the differences between generations and then 2) crafting various strategies based upon the identified differences for responding to the needs and values of the different generations. Of course, this also means dealing with the conflicting demands of the generations. This article presents two competing theories regarding generational differences. The first theory, generational cultures, holds that historical events shape the unique culture of a generation. The second theory, career stages, proposes that apparent differences between generations can be explained in terms of the differences in their developmental or career stage. Generational Cultures Although we have labeled this approach “Generational Cultures,” this view might also be called the “Event Theory of Generations.” Basically, this theory holds that various generations develop unique cultures. These unique cultures are a result of the significant events that each generation encounters and the accompanying challenges that they must overcome. Generations can then be defined in terms of a range of years, reflecting groups of individuals, or cohorts, which have had to respond to similar challenges or encountered similar events. Although the names given to the generations differ from author to author, as do the exact year ranges, one can identify the specific generational cultures as including: Traditionalists: Born between 1922 and 1943. The youngest members of this generation are now over 60 and many are retired from the workforce. The typical member of this generation lived through both the Great Depression and World War 2. They believed in traditional, conservative American values including self sacrifice, pulling oneself up by the bootstraps, and respect for authority. They endorsed loyalty to the organization. Their values were consistent with the Protestant Work Ethic and its emphasis on hard work as the pathway to success. Baby Boomers: Born between 1946 and 1960, baby boomers are the result of the increase in births following World War 2 and the Korean War. The typical member of this generation lived through Vietnam, the resulting anti-war movement, the civil rights movements, Woodstock, and the shootings at Kent State University. Baby boomers tend to be competitive, but also team oriented. Having grown up during a time of expansion, growth and opportunity, they tend to be optimistic and success oriented. A major challenge for this group that set out to change the world is that their time in the workforce may be running out. As this group begins to retire in large numbers around 2008, it is expected that there will be major changes in the demographic composition and skill levels of the workforce. GenXers: Born between 1965 and 1980, the markers for this generation tend to be more personal. GenXers grew up during a time of reduced growth in the American economy and changing family values. As a result, GenXers tended to envy previous generations for the opportunities that were available in their time and blame them for the environmental problems existing in the world today. Family relationships of GenXers were marked by divorced, single, and stepparents, a situation that contributed to a great degree of familial separation and thus distance between GenXers and their extended families. Workplace values range from the concept of “slackers,” who tended toward jobs characterized by low pay, low status and feelings of dissatisfaction, to the “work hard, play hard” individuals with a desire for an ethical, creative work environment where learning, growth and frequent feedback took place. In either case, GenXers are noted for greater concern with individual growth and less loyalty to the employer. 9/11s: Born between 1980 and 1988, 9/11s were in high school or college during the 9/11/2001 attacks on the World Trade Center. This group is just now entering the workforce. They are seen as having great technological prowess. The work values of 9/11s tend to be more positive and also realistic than those of GenXers, and 9/11s tend to value public service and service to others. It should be noted that the above age ranges include some gaps or tweeners. Furthermore, individuals will differ in terms of how acculturated they are into the dominant culture of their generation. Thus, as with any other construct, we would expect substantial individual differences within a generation. Nevertheless, according to the generational culture theory, generations clash in the workplace because they have different values, which are the result of their passage through different historical events. In theory, this should lead to differences in management practices. For example, GenXers have been seen as less team and leadership oriented, which has implications for both pay systems and for succession planning. Career Stage Theory An alternative theory is offered by career stage theory. According to career stage theory, what appear to be generational differences are really the results of differences in a cohorts positioning in their career. Thus, one would expect 60-year-olds to be more interested in retirement policies and 20-year-olds to be more interested in vacation policies, regardless of the historical events encountered by a generational cohort. Although the notion of a career has become more flexible, people still seem to progress through a series of career stages corresponding to those listed below: Trial - (under 30 years of age). Marked by a need to identify one’s interests and capabilities. Developing an idea of one work-based self-concept. Defines self through one’s achievements. Places a high value on leisure and self-reliance. Work hard, play hard, mentality. Stabilization - (30-45). Concerned with career advancement. Stabilization of life at home and at work. Begins to determine whether successful or not; makes decision on future of career. Places a high value on the centrality of work. Maintenance - (45-65). Seeks to maintain status. May be asked to develop others. More visible in organization. Fighting obsolescence, while also working at maximum performance levels. Begins to consider other job and career possibilities as well as planning for retirement. Values ethical behavior. Retirement - (above 65). Planning for or retiring from main career. The career stage theory differs from the generation theory in that it argues that the differences found across cohort are a result of stage in the workforce rather than the influence of historical events. As a result, as generations grow older, there values tend to shift in the same directions as pervious generations. An Interactionist Perspective So which is correct and does it matter? Our own research has suggested that the career stage perspective is probably more accurate than the generational perspective. That is, yes, generations do differ in their work values and attitudes, but they tend to differ more because they are at different stages in their career, rather than because of some unique influence brought about by historical events. Furthermore, within each generational cohort or each career stage there are substantial individual differences. However, it is important to take into account generational differences. This is where the interactionalist perspective comes into the picture. Generational differences in culture appear to interact with career stages. One of the cultural markers for GenXers was putting off marriage and children until older ages than those associated with Baby Boomers or Traditionalists. This delayed but did not eliminate the concern of GenXers with family friendly benefits including child care. As GenXers aged and moved through the workforce, their values shifted from a 24-7 emphasis, to a greater concern with making time available for families. The Human Resource Response As indicated in the beginning of this article, in order to deal with generational diversity, human resource professionals should: 1. Understand the differences between generations. 2. Develop strategies for responding to the needs and values of the different generations. This remains sound advice. However, human resource professional should also: 3. Avoid an overemphasis on popular stereotypes of the values of various generations. As generational cohorts move through their career, their values
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