THE SYSTEMS ® FEATURE THINKER BUILDING SHARED UNDERSTANDING

VOL. 18 NO. 4 MAY 2007 EMPOWERING MULTIGENERATIONAL COLLABORATION IN THE WORKPLACE

BY DEBORAH GILBURG

T oday’s workforce represents a means to elevate organizational poten- years.The archetypes are Prophet, broad range of age groups.As a tial and future success. Nomad, Hero, and Artist (see “Genera- result of college internships, modern tional Archetypes”).At a macro level, healthcare, antidiscrimination laws, and Theory generations in each archetype tend to a plethora of lifestyle choices, the There are a number of research stud- share similar experiences and have workplace is a convergence of people ies, articles, and books that describe comparable impacts on the culture as aged anywhere from 18 to 78, spanning the historical and socioeconomic they move through the four stages of four generations.This multigenerational trends that influence the traits of dif- maturity: childhood, , mid- workforce has tremendous systemic ferent generations. Foremost, however, life leader, and elder. For instance, implications for leaders and their is the research conducted by historians Prophet generations tend to be organizations. It presents challenges in William Strauss and Neil Howe. indulged as children, immersed in spiri- managing the inevitable tensions arising Strauss and Howe’s seminal book, tual self-discovery as young adults, pre- from conflicting values and divergent Generations:A History of America’s occupied with moral principles as perspectives, but also offers tremendous, Future 1584 to 2069 (William Morrow midlife leaders, and vision-driven as untapped, complementary potential and Company, Inc., 1991), examines elders.Artist generations, on the other within the dissonant mix. the socioeconomic, cultural, and polit- hand, are inclined to be smothered and This article will explore the mani- ical conditions throughout American overprotected as children, sensitive and festation of generations in the work- history and their impact on the for- conforming as young adults, tolerant place through the lens of a compelling mation of distinct generational charac- and indecisive as midlife leaders, and model that considers generational “per- terizations, or “peer personalities.”A empathetic to younger generations as sonas” throughout history and their number of factors influence peer per- elders.These archetypal tendencies cyclical relationship to each other. By sonalities, including the cultural norms impact the culture as they surface in examining the dynamics of the genera- for childrearing at the time, the per- social activism, leadership styles, organi- tions present in today’s organizations, ception of the world including their collective strengths, lim- as members of the GENERATIONAL CYCLES itations, and the generational biases they start to may hold, I hope to provide a fresh come of age, and the Personal Fulfillment perspective on workplace conflicts, common experiences leadership blind spots, and the promise the generation HERO PROPHET HERO of intergenerational collaboration as a encounters as it enters the adult world. In this way, a generational G.I. Boomer Millennial TEAM TIP identity is formed that 1901–1924 1943–1960 1982–2002 As a group, use this article to has distinct effects on Silent Gen X evaluate your work relationships the environment and, 1925–1942 1961–1981 from a generational perspective. Do in turn, younger you find evidence of generational generations. biases? Where and why? How can After examining ARTIST NOMAD you combat negative stereotypes the history of the about the different cohorts? Does United States, Strauss Civic Order your organization enlist Boomers in and Howe maintain Each generation overcorrects what it perceives to be the excesses of its mentoring Xers and in that each generation assuming leadership roles as the predecessors.The cyclical occurrence of the four archetypes serves as a older generation heads toward falls into one of four natural balancing process that manages the inevitable tension between two powerful and polar social forces—civic order and personal fulfill- retirement? If not, what steps could archetypes that repeat in a fixed, cyclical pat- ment.The effect of this loop is to impel the evolution of society forward be taken? in a spiral process. tern, roughly every 80

2 Copyright © 2007 Pegasus Communications, Inc. (www.pegasuscom.com). All rights reserved. For permission to distribute copies of this article in any form, please contact us at [email protected]. GENERATIONAL ARCHETYPES because of the complex tensions and ongoing negotiations between the Strauss and Howe’s four Generational Archetypes coincide with four social phases that equally important human precepts of signify the push and pull of the opposing forces of civic order (secular crises) and per- order and freedom, secular stability and sonal fulfillment (spiritual awakenings). Below is a functional overview of each archetype spiritual fulfillment, communal good and its cyclical role in social evolution (adapted from Strauss and Howe’s website, and individual rights. If our relationship www.fourthturning.com). to these core principles is informed by Prophet Archetype (example, Baby Boom Generation):Wants to transform the our generational experience, then many world, not simply maintain what was handed to them. Remembered most for their com- of our own mental models, biases, and ing-of-age passion, their key endowments are in the realm of vision, values, and religion. Prophet generations of the past have been principled moralists, proponents of human sac- behaviors will, to some degree, be tied rifice, and wagers of righteous wars.As children, they are nurtured and indulged during to our place in time and reinforced by times of prosperity and hope; as young adults, they self-righteously challenge the moral our peers. In addition, this model sug- fortitude of elder-built institutions, initiating a spiritual awakening; as mid-lifers they gests that each generation has a crucial become judgmental and fixated on their moral principles and intractable convictions; as place in this evolutionary cycle, a par- elders, they provide the vision to resolve the moral dilemmas of the day, making way for ticular contribution to make, one that the secular goals of the young. may not be obvious to those blinded by Nomad Archetype (example, X Generation): Relies on cunning and practical skills for their generation’s limited perspective. survival. Remembered most for their midlife years of practical, hands-on leadership, with Generational theory and the data that key endowments in the realm of liberty, survival, and honor.As children, they are under- supports it can expose the intergenera- protected, often during a time of social convulsion and adult self-discovery; as young tional biases that covertly occupy our adults, they are alienated and shameless free agents, independent and realistic during a time of social turmoil; as mid-lifers, they are pragmatic, resolute, and tough, defending workplace and illuminate the coopera- society and safeguarding the interests of the young during social crisis; as elders, they are tive potential that exists in our current exhausted, favoring survival and simplicity during safe and optimistic times. place in time, as we confront the future and strive to tackle the looming issues Hero Archetype (examples, G.I. and Millennial Generations): First fights for, then rebuilds, the secular order. Known for their coming-of-age triumphs (usually wars) and of our day. hubristic elder accomplishments, their chief endowments are in the realm of community, With the implications of this the- affluence, and technology. Past Hero generations have been grand builders of institutions ory in mind, let’s take a closer look at and proponents of economic prosperity.They have maintained a reputation for civic the four generations currently in the energy well into old age.As children, they are protected and nurtured in a pessimistic and workforce. insecure environment; as young adults, they collectively challenge the political failure of elder-led crusades, galvanizing a secular crisis; as mid-lifers, they establish a positive and The Generations of Today’s powerful ethic of social discipline to rebuild order; as elders, they push for larger and Workplace more grandiose secular constructions, bringing on the spiritual goals of the young. The landscape in today’s workplace Artist Archetype (examples, Silent and the very young Homeland Generations): Quietly includes four different generations, seeks to refine and harmonize social forces. Known for flexible, consensus-building lead- each with a distinct set of defining ership during their mid-life years, their chief endowments are in the realm of pluralism, expertise, and due process.They have been advocates of fairness and inclusion, are com- experiences and attributes—both petent social technicians, and are highly credentialed.As children, they are overprotected strengths and limitations—that charac- during a time of political chaos and adult self-sacrifice; as young adults, they are conform- terize its overall leadership and cul- ists, lending their expertise to an era of growing social calm; as mid-lifers, they are indeci- tural impact.There are of course sive and strive to refine processes to improve society while seeking to calm the flaring individual exceptions to and variations passions of the young; as elders, they become empathetic to the changes of the day and from this big-picture model; nonethe- shun the old in favor of complexity and sensitivity. less, I invite you to consider how your generation’s collective characteristics zational priorities, and national policy. ful and polar social forces—civic order might, in some respects, be true for Each generation overcorrects what and personal fulfillment.The effect of you, and whether that insight can it perceives to be the excesses of its this loop is to impel the evolution of inform the way you perceive and predecessors.Accordingly, at any given society forward in a spiral process not interact with others. time in history, each archetype’s collec- unlike the seasonal changes of nature: There are differing opinions on tive reaction to the social climate of the from summer’s heat to autumn’s har- the birth years that define the genera- times, together with its related influ- vest, followed by the cold of winter and tions; however, the dates given below ence on those times, creates a pre- the eventual germination of spring (for reflect those published by Strauss and dictable and repetitive pattern of both more information, see http:// Howe, who present strong justification generational personas and social phases en.wikipedia.org/wiki/Strauss_and_ and sociological relevance for the (see “Generational Cycles,” p. 2). In Howe). ranges they cite. essence, the cyclical recurrence of the The Strauss and Howe model four archetypes serves as a natural bal- asserts the possibility that, at some level, (Artist Archetype) ancing process that manages the we as a society have been here before. Born: 1925–1942 inevitable tension between two power- If history repeats itself, it does so The Silent Generation still maintains a

© 2007 PEGASUS COMMUNICATIONS 781.398.9700 THE SYSTEMS THINKER® MAY 2007 3 small presence in the workforce, times.As “Leave It to Beaver” youth, which past Prophet generations have although most make up today’s senior they were expected to follow in the made their most potent leadership citizen demographic. Silents were chil- G.I.s’ footsteps and build the next contributions. dren during the Great Depression and golden age. Confident and filled with World War II. Largely overprotected by the potential of creative independence, X Generation (Nomad Archetype) their parents, they were quiet and obe- Boomers have not, however, embraced Born: 1961–1981 dient, living with food rationing and the grand civic destiny that their par- Xers came of age in the and the daily fear of bad news, be it a fore- ents envisioned for them. Rather, the , when the prevailing message of closure, a layoff, or a war casualty. Out- “Me” generation has rebelled against the day was to grow up fast. Primarily flanked in both numbers and stature authority, resisted conforming to the children to working, in many cases on one end by the great sacrificing war status quo, and taken the notions of divorced parents from the Silent gener- heroes of the older G.I. generation, and individualism and generational identity ation, Xers were deemed “latch-key on the other end by the indulged new to a new level. From the “consciousness kids” for the adult-centric childrearing generation of postwar “victory babies,” revolution” of the and 1970s, to practices that left many youngsters Silents were expected to do little more the “yuppies” of the 1980s, to the largely unsupervised by today’s stan- than tow the line of progress.As a gen- polarized culture wars of today, the dards. Self-reliant and street-wise at an eration, they married early, had chil- as a generation are early age, leading-edge Xers graduated dren quickly, and subsequently endured known for their fixation on self, youth, from college in greater debt than any the highest divorce rate in history. individual expression, and intractable previous generation. Many were forced Nonetheless, many Silents went from moral convictions about right and to take low-level, low-paying “McJobs” penniless children to affluent elders. wrong. Communal and well- as they sought entry into the Boomer- Committed to public interest advocacy, networked, their collective passions dominated,“leaner and meaner,” com- the Silent Generation produced Civil and values have become a mainstay in petitive marketplace. Criticized as Rights leaders like Martin Luther our culture and are squarely reflected “slackers” by the media, Xers learned King, Jr. and Malcolm X, and while in our nation’s consumer, corporate, to rely on their finely honed survival they still hold approximately 25 per- and leadership trends. skills and comfort with the fast-paced, cent of national leadership positions in Baby Boomers inhabit the most changing landscape of the Information state and federal government, they have powerful leadership positions through- Age. Independent, pragmatic, and tech- yet to produce a U.S. president (for out the United States—including the nologically resourceful, Xers are cur- more information, go to presidency—and hold much of the rently some of the most sought-after www.lifecourse.com/news/leaders/ experiential, institutional, and political employees in the workforce. leaders.php). knowledge in the workplace.As lead- As casualties of the era of corpo- As leaders, Silents tend to focus on ers, Boomers tend to be vision- and rate downsizing, Xers tend to be skep- process and protocol, endlessly refining mission-focused, sometimes to the tical of promises and grand policy approaches, mediating differences, and point of being unwilling to move visions and, hence, demonstrate little seeking elegant ways to build compro- ahead without a highly principled organizational loyalty.Their pragmatism mise.They were the fine-tuning engi- course of action in place.As transform- leads them to measure their success on neers who put Neil Armstrong on the ers, they frequently seek to reorganize, their most recent accomplishments or moon, the expert proponents of Total redefine, or overhaul their organiza- acquired skills versus contributions to a Quality Management, and the tolerant tions. In every sector, Boomers often greater vision.There are relatively few designers of integrated school systems. want to make their mark through an Xers in leadership positions today, with Often viewed by other generations as improvement, distinction, or change. the exception of the high-tech industry timid, unconfident, and ineffective, the Many lack the discipline, however, to and entrepreneurial ventures. Xers tend Silent generation nonetheless exhibits see transitions through or are intolerant to be highly pragmatic, no-nonsense, the kind of modesty and poise that to the resistance that comes with action-oriented, good at learning on serves as a quiet reminder of the endur- change. the fly, and opportunistic (which can ing virtues of respectful process, genteel Often married to their work, appear to Boomers as unprincipled). behavior, and inclusive conduct, stan- Boomers have embraced the 24/7, They can be good team collaborators dards that will likely have a crucial role driven, competitive work ethic and, as when not bogged down with idealistic in our global future. a result, tend to remain short-term debates and tend to be proficient with focused—be it the end of the quarter, deliverables and project management. Baby Boom Generation the budget cycle, or their term. For Accustomed to fending for themselves, (Prophet Archetype) many, this pressure-driven mentality most Xers prefer to focus on their own Born: 1943–1960 can trigger reactive decision-making, sphere of influence—family and Both in size and prowess, the Baby trumping more systemic, long-term friends. Many aren’t willing to embrace Boom is the dominant generation of strategic thinking.As they retire, the the 24/7 work ethic, and often put our time. Boomers grew up in an era Baby Boom generation will enter their work-life balance over income and of indulgent parenting and prosperous Elderhood—the phase of life during career advancement. Xers have little

4 THE SYSTEMS THINKER® VOL. 18, NO. 4 www.pegasuscom.com © 2007 PEGASUS COMMUNICATIONS awareness of their greater collective BOOMER AND XER BIASES force as a generation, and as such often lack the networks and connections Typical Boomer Biases of Xers Typical Xer Biases of Boomers needed to influence institutions and the • Slackers • Arrogant, pompous power to make beneficial changes. • Whiners • Narcissistic Most organizations have failed to • Unwilling to pay their dues • Sell outs recognize the need to prepare Xers to • Cynical, detached, uncommitted • Self-serving take the lead in the coming genera- • Not loyal, therefore, unreliable • Grandiose tional shift. Lacking much formal lead- • Selfish • Incompetent ership training or mentoring, Xers • Unprincipled, rude • Workaholics often struggle with the subtle nuances • Apathetic • Unaccountable of leadership and can appear draconian • Political drop-outs • Impractical when making decisions. History, how- ever, holds a promise to leaders who strive to earn the trust of this talented ronments.They tend to be accepting Intergenerational Conflicts in generation.The X generation’s collec- of differences and measure people on the Workplace tive life skills and deep devotion to the the quality of their talent and output, When considering the diverse perspec- future welfare of their children will rather than on physical or cultural tives, values, and competencies that arouse for many the courage to commit characteristics (for additional details, exist in our multigenerational work- to meaningful challenges and the see Managing Generation Y by Carolyn force, it becomes easier to glimpse the endurance to see through hard times. A. Martin and Bruce Tulgan, HRD many possibilities for collaboration and Press, 2001). cooperation that may be present. But Millennial (Y) Generation As they enter the workplace, Mil- collaboration of this magnitude will (Hero Archetype) lennials bring enthusiasm along with a require some changes in the status quo. Born: 1982–2002 sense of entitlement. Many expect Before we can move into a productive The oldest Millennials (or “Gen Y,” as career-track guidance, supervisory future of shared vision for an intergen- some call them) are just now entering oversight, and regular, appreciative erational workplace, the two groups the workforce.They have a different acknowledgement.They are confi- with the greatest leadership leverage— set of childhood experiences than the dent, bold, and willing to speak up for Boomers and Xers—must each take other three generations, and while what they want.As employees, they stock of the biases and mental models they are still quite young, they are will seek environments that address they hold in order to discover their nonetheless making themselves their needs for structure and adequate intergenerational synergy. known. Largely children of Baby direction, balance between personal Generational Biases. Intergenera- Boomers, Millennials were born at a and professional pursuits, up-to-date tional conflicts arise primarily from the time when there was a tremendous technology, and a socially conscious biases that each peer group has about social investment in children and mission. the others. Individually, we may be childhood programming. From “baby The challenge of this generation unaware of the insidiousness of these on board” stickers announcing their lies in their heavy reliance on external biases. Left unacknowledged, they have presence to fully scheduled days being stimuli and direction from above. a profound effect on our ability to rec- bustled from one adult-led activity to They tend to lack the self-reliant skills ognize areas of compatibility and work another, Millennials have led highly of the Xers, and have little internal toward common purposes. Focusing on protected and programmed lives.They aptitude to process and effectively the Boom and X generations,“Boomer were indoctrinated into the paradigm learn from failure. Given the demo- and Xer Biases” gives examples of of standardized testing and are by- graphic reality of the workforce over commonly held biases each has of the products of the self-esteem movement the next 20 years—according to the other. that infiltrated school curricula in the American Society of Training and In essence, the biases each group , proclaiming all children to be Development, 76 million retiring and has of the other reflect a generation- “winners.”As such, Millennials are 46 million entering—skilled Millenni- centric perspective, one that fuels a accustomed to frequent praise for all als will have their choice of employ- belief that “my way is the right way” activities and accomplishments.The ers. Optimistic, technologically and “your way doesn’t measure up to digital communication age is their masterful, and civically focused, the my values.”These biases are further birth right, and they are technologi- Millennial generation promises to be a substantiated by peer reinforcement, as cally superior to older generations, competent and highly productive members of each generation talk including Xers. Because of the on- workforce; however, they will need among themselves about the way they demand capability to access informa- sufficient oversight, on-the-job train- see others.This dynamic interferes with tion, many Millennials have a global ing, and clear direction from older the capacity of individuals to listen to understanding of the world and value leaders—and they have the demo- and respect the perspectives and contri- diverse cultures, experiences, and envi- graphic power to demand it! butions of others, thereby blocking

© 2007 PEGASUS COMMUNICATIONS 781.398.9700 THE SYSTEMS THINKER® MAY 2007 5 meaningful collaboration in teams, future.Yet as a generation,they appear appointed to study the situation and supervisory relationships, and between fixated on preserving their youth, come up with concrete recommenda- colleagues. Conducting candid discus- focused on competitive one-upman- tions for a credible succession plan. sions in mixed generational groups ship, mired in intractable positions, and After a year of investigation and with about the biases that exist can be an inattentive to what is required for long- strong commitment from the entire effective way to disarm the negative term sustainability. Such a perspective organization, CFSAN created a Leader- impacts they may have on collaborative has eroded trust, respect, and confi- ship Legacy Steering Committee.This thinking. Exposing biases can also illu- dence in Boomer leadership and colors group became responsible for designing minate important social issues that need the mental models of younger genera- a leadership development program that to be addressed. tions. accounted for the needed skill sets and Generational Mental Models and Accordingly, the mental models demographic reality of the Center’s Blind Spots. Our generational perspec- held by the X Generation are clouded workforce. tive contributes to the mental models by distrust and pessimism.As a less Rather than starting at the top (as we hold about ourselves, the world, and dominant and younger generation, they is more typical), CFSAN began training the way things “should” be.These are naturally attuned to hypocrisy, and first-line supervisors in the art and skills beliefs create blind spots that can use any evidence of it to justify their of leading people. Not only did this become our undoing as we pursue our cynicism and detachment. Discon- decision address the greatest need, it values and seek to accomplish our nected from their own collective also signaled to more junior employees goals. Likewise, they can have a power- power, a mental model common to that they mattered and that this initia- ful effect on our culture. many Xers is the perception of them- tive was not just another perk for top The generational mental models selves as loners who are on their own management.As well as a solid training held by the Baby Boomers are clouded and have little in common with those component, the program features men- by the assumption that others see the outside of their intimate circles.As a toring and shadowing opportunities world as they do.This is a typical per- result, most Xers see no point to with senior leaders, promoting deeper spective of powerful and dominant activism and the spurring of institu- intergenerational relationships and generations who, having had such a tional change. Rather, they prefer pri- increasing the transfer of vital institu- massive impact on the culture, are often vate solutions to public issues and seek tional knowledge. In addition, partici- unaware of how that impact is experi- to improve the quality of life within pants have opportunities for enced by other generations.A promi- their own small sphere of influence. developmental assignments in different nent mental model shared by many Practical and perhaps initially effective, units and special team projects, both of Boomers is the tendency to view the the systemic impact of this perspective which enhance collaborative relation- rebellious era of their youth as their has its dysfunctional qualities. If this ships across Center departments. generation’s greatest contribution.This generation indeed has a deep commit- The second level, for middle belief is reflected by Boomer obsessions ment to family and the future of their managers, which began last year, is with 1960s nostalgia, retro fashion, clas- children, yet remains apathetic about aimed at emerging leaders who sic rock, and youthful enhancements influencing the vision and direction of demonstrate the savvy and potential like Botox and Viagra.There is a sense the institutions that affect them to lead at an organizational level.The in which Boomers still view themselves (employers, public schools, national third level focuses on senior managers as children, rather than the adult leaders agenda), then how will that bode for and will emphasize strategic leader- and authorities that they are. the future of their children? If Xers ship skills. This self-immersion in the glories continue to opt out, they will in effect CFSAN is accomplishing this of the past—in which many Boomers be leaving that future to chance. effort despite severe budget cuts and “Questioned Authority” and waged increasing workloads.The organiza- adolescent wars against “The Man”— Thinking Systemically About tion continues to be led by Baby stands in stark contrast to the fact that, Workforce Demographics: Boomer administrators who have today, they are the establishment.The A Case Study committed to securing the future of systemic impact of this reality is pro- Five years ago, the Center for Food the organization.They recognize that found: If the collective attention of the Safety and Applied Nutrition (CFSAN) the best hope for ongoing success will leading generation appears to be at the U.S. Food and Drug Administra- come from younger employees who focused on youthful notions of a time tion surveyed its workforce and discov- are motivated to take on larger long gone, then who is attending to the ered that most employees had been responsibilities and feel empowered by present reality and the responsibilities of there for more than 25 or less than 5 the earnest attention paid to their leading for the future? Certainly some years, and that the Center would be development. individuals are doing so, but at the facing large numbers of retirements in macro level, from the perspective of the near future.This data impelled History’s Promise: Inter- younger and older generations looking CFSAN leadership to prioritize the generational Collaboration? on, Boomers have all the positional and task of preparing their organization for Historical trends show that major secu- cultural power to affect change for the the future.A high-level task force was lar crises recur every 80 years or so, the

6 THE SYSTEMS THINKER® VOL. 18, NO. 4 www.pegasuscom.com © 2007 PEGASUS COMMUNICATIONS last one beginning with the Great direction and oversight from leader- generational mix.This process, however, Depression in 1928.The leadership ship—will call the others to task, neces- starts with a leader’s willingness to ask combination of an elder Prophet gen- sitating Boomers and Xers to come important questions about the future, eration, providing vision and a strong together to effectively lead this questions that seek to understand the moral compass, together with a mid-life emboldened and demographically complexity and truth arising from Nomad generation, fortified with powerful workforce. diverse perspectives. In this way, the sturdy persistence and expertise, was We have seen the systemic oppor- path forward will be much clearer and ideally suited for enduring the crisis tunities that can come from collabora- the solutions more promising. • and forging a new order.The Prophet tion in communities, businesses, and Nomad generations of that time government offices, and nonprofits. By Deborah Gilburg is a principle of Gilburg were able to face the extreme difficulty seeking to build the intergenerational Leadership Institute, a leadership development firm through collaboration and generational connections that will lead to shared specializing in generational dynamics and organiza- cooperation.Their leaders found the understanding, knowledge, and vision, tional succession planning. For more information, visit www.gilburgleadership.com. Deb will be courage to tell the truth, call forth we can elevate the potential of our presenting a concurrent session at this year’s needed sacrifice, and provide the hope organizations by harnessing the natural Pegasus Conference. that led the nation through the ordeal. balancing forces inherent within the The challenges that face the nation’s institutions and communities NEXT STEPS today are deeply complex. No single generation can adequately address these 1. Start to look vertically at your employees, in your team, department, or organization. For example, consider the age, experience, and institutional issues without the cooperation and longevity that exist at entry level, mid-level, and senior-level management. contributions of the others.The best 2. Take time to collect concrete data about the needs of employees and the hope for the future of our organiza- organization, now and in the future. For example, get facts about potential tions and our culture rests on our knowledge loss from retirement, skill sets in younger employees, and key motivators capacity to form a shared vision that of those in a position to advance in and enter the organization. encompasses the best of what each 3. Pay attention to generational diversity issues so you can address the generation values and has to offer. biases and create credible programs and incentives. For example, make sure Whether Boomers and Xers can over- that you connect the information about what matters to your employees to the come the self-serving biases and limit- organizational goals for the future, and address the skill sets needed in training and ing mental models that keep the two development programs. generations from collaborating for the 4. Encourage intergenerational relationships by creating opportunities for future is unknown. It may require that project collaboration, focused conversation, and mentoring. Consider external conditions worsen so that the taking time to identify areas of strength, challenge, and compatibility. For example, implement a valid mentoring program in recognition that it takes leaders to develop stakes become higher.And perhaps the leaders.This might mean creating a program to train mentors first! young Millennials—in seeking clear

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