This is the third blog in a series on Creating Thriving Organizational Cultures with Different Generations
Strategies to help build intergenerational thriving workplace cultures.
This is the third blog in a series on Creating Thriving Organizational Cultures with Different Generations. On February 29, 2024, Dr. Kathy Bishop, Associate Professor & Program Head of the MAL XL and the VBLD Graduate Certificate at RRU co-hosted a webinar with Diane Drouin, MA in Leadership, with an Executive Leadership specialization from RRU, and Co-founder of GénérActions, on Creating thriving organizational cultures with different generations. They addressed three key considerations, namely, why intergenerational organizational culture is crucial in strategy implementation, coming together to co-create intergenerational shared spaces, and strategies for executive leaders to create a thriving organizational culture.
Based on the popularity of the webinar, they decided to collaborate on a three-part blog series on intergenerational culture in a thriving workplace. In the first blog, Dr. Bishop wrote about why an intergenerational organization is culture crucial in strategy implementation. In the second blog, Diane Drouin dug deeper into why intergenerational workplaces give people of all ages a sense of belonging in an age-diverse, enriching, and supportive team environment. In this third blog, they focus on strategies to help build intergenerational, thriving organizational cultures.
Bridge the Divide
Generational gaps can affect efficiency and effectiveness resulting in what Richard Barrett named as workplace cultural entropy - the amount of unproductive work that is rooted in fear and self-interest that affects organizational performance. With an intentional, values-based approach, leaders can work with their teams to recognize workplace generational gaps. This will help build mutual awareness of prejudices and behaviours in how co-workers interact and communicate. By bringing to light and talking about generational biases (ageism), leaders allow for genuine space and opportunity for mutual empathy and positive change.
Be Savvy and Strategic about Intergenerational Workplace Culture
Building a workplace culture that is enhanced by the talent of different generations takes some exploration and continuity of good communication. It means tailoring a leadership style and mindset about an inclusive workplace that embraces the virtues of people from different generations. It starts with some background homework and open conversations about each generation's history, attributes, values, sources of friction, habits, and work ethics. Using a strength-based approach, executive leaders can pinpoint generational identifiers to shape strategies that tackle sources of resistance between different generations and promote positive intergenerational relationships.
Developing shared values through collective wisdom, real-life experiences and open conversations will reap rewards of a more inclusive work environment. Interactions and connections across generations will highlight individual staff talents for workplace productivity that ties into organizational goals and mission.
Adopting Communication and conflict resolutions techniques will help identify and understand strengths and weaknesses of an intergenerational team. Allow space and time to discuss trends in each generation's communication style, preferences, and perceptions of one another. Acknowledge perceived and actual intergenerational barriers within the team, the workforce, and the organization. Communicate solutions and a path forward to enhance the understanding of intergenerational dynamics so people gain valuable tools for recognizing workplace culture shortcomings and address intergenerational issues.
Hacks…An HBO Series that Puts a Workplace Intergenerational Relationship on Full Display
An interesting, relevant example of an intergenerational relationship, (both personal and in the workplace), can be found in the award winning series Hacks. The main characters' (Deborah Vance and Ava Daniels) relationship illustrates intergenerational conflict. Deborah possesses valuable, yet sometimes critical life experience important to teach younger people about the realities of the challenges of personal growth and the complexities of life and career choices. All the while Ava, in her 20’s, offers modern perspectives and savvy considerations to enlighten about diversity, inclusion and belonging. Their evolving relationship matures from one of tension and misunderstanding to one of mutual respect and personal growth. Hacks delves into important themes of intergenerational relationships where the connections between people become more collaborative and dependent in nature over time, even when habits and ways of doing things are different and difficult.
In an open, communicative workplace culture that is supportive and offers people personal growth and development, the learning and understanding between generations is invaluable to the success of the whole organization.
Some Resources to check out for More Ideas and Strategies
https://hbr.org/2021/08/how-to-manage-a-multi-generational-team
https://longevity.stanford.edu/wp-content/uploads/2017/06/Intergenerational-Relationships.pdf
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