Collectivity Salon Series: The Intergenerational Workplace

Thank you to all who attended the September 26th Collectivity Salon session on the Intergenerational Workplace. Please enjoy this summary of the session!

The discussion focused on many sources of generational conflict relevant today. This article will focus on just four themes present in the discussion: the rise of misinformation, the aging population, the future of critical thinking, and changing assumptions in the workplace. The Salon discussion delved into different solutions nonprofit leadership can implement to leverage the intergenerational workplace to their advantage; primarily focusing on prioritizing the human and fostering real-life connection.

Where does Generational Conflict today come from?

RISE OF MISINFORMATION

The conversation began with a discussion about social media. There has undoubtedly been a surge in misinformation over the past few decades. This has had a significant impact on how we experience the world today, as well as on the dynamics between different age groups. It's worth considering whether misinformation has been a part of our lives all along; in the past journalism was generally more trusted as a source of information, but even then, misinformation existed. “There were even instances of political propaganda in the original Looney Tunes” points out participant Ray Mielke from General Mills. So, while misinformation is not a new concept, in the modern world, where anyone could access information about everything, there has become an expectation that we should know everything. This expectation can lead to confusion and conflict.

AGING POPULATION

Another source of generational conflict can arise from the aging population and the associated challenges. Throughout much of American (and world history), children were viewed as investments. This was emphasized by two conversation participants, Anisa Ali and Maryam Nur from Lead the Way MN, who pointed out that this expectation remains a significant reality for many immigrant children living and working in foreign countries, sending money back home. There is a prevailing belief that younger generations should shoulder the responsibility of caring for the elderly. However, there is a growing fear, whether one is born in America or immigrated here, that this intergenerational relationship may become strained. With the soaring costs of raising children and education, alongside an impending crisis in assisted living and potential cuts to social security benefits, the once-taken-for-granted family dynamics of younger individuals caring for their elders can no longer be assured. This shift has profound implications for generational relationships.

CRITICAL THINKING

Another source of generational conflict arises from shared concerns about the future of critical thinking in society. During the conversation, participants raised questions about the ability of all generations to engage in critical thinking. Some felt that older generations were less inclined to think critically, perhaps due to growing up in times when established institutions (such as what we are taught in school, or the nightly news) were highly trusted. At other times, participants expressed doubts about the critical thinking abilities of younger generations, attributing it to their unlimited access to information but lack of developed skepticism necessary to navigate the world. However, all participants unanimously agreed that regardless of age or experience, critical thinking skills will be of paramount importance in the future. There is a shared concern about our collective ability to combat misinformation in the years ahead.

CHANGING ASSUMPTIONS IN THE WORK ENVIRONMENT

The final recurring theme centered around changing assumptions in the work environment, particularly since the rise of the internet and the onset of the COVID-19 pandemic. These shifts have altered perspectives about what it means to be a member of a workplace, what constitutes a successful career, and the values surrounding employee benefits. Factors that once held appeal for older generations may hold little to no value for the younger ones. Older individuals tend to value longevity within their organizations, while younger generations are increasingly inclined to switch jobs more frequently. Additionally, younger generations prioritize output, whereas older generations place more emphasis on input. Older generations could be wooed by outdated benefits such as pensions and ESOPs, whereas younger generations demand flexibility and upward mobility; what employee benefits bring real value is rapidly changing.

How can nonprofit leadership approach generational conflict in the workplace?

ORGANIZATIONAL LEADERS MUST PRIORITIZE THE HUMAN

Organizations must prioritize the well-being of their employees. “Out of the millions of businesses in the US, 90% are small businesses; however, they only account for 50% of jobs. The few larger businesses employing the other 50% wield significant influence in exacerbating or reducing generational divides.” says participant Scott Cole of Collectivity. When an employee experiences genuine stress at work, it typically arises from real issues they are facing rather than their generational background. Work and personal lives are intertwined, with what happens outside of work inevitably affecting one's performance on the job, and vice versa.

As business owners and nonprofit leaders, it is crucial that we consider the well-being of younger generations. We must ensure that they have the opportunity to build families, acquire secure housing, and find happiness. If an individual, for instance, feels unable to retire, struggles with student loans, or faces challenges affording childcare, it can profoundly impact their work and overall happiness. “The era of one-size-fits-all employer-based policies is fading away. We are unique individuals with diverse needs, and our workplaces must adapt to provide the flexibility and support required” says participant Zara Zanussi of Collectivity. “What needs to occur is a genuine alignment of values between employers and employees”. An illustrative story was shared during the conversation, where a Minnesota teen workforce development program encountered a situation where teenagers, eager to work and plan for their futures, had their paychecks appropriated by their parents (to support the general household). These teens sacrificed their personal time and life for these jobs, yet the parents were unsympathetic when confronted about taking their paychecks, as the money was typically used to pay for other family member’s needs. Understandably, the teens were more likely to quit their jobs in such circumstances. Just as the parents sought to provide for their own families and futures, employers must recognize that for their mission to succeed, employees need to feel that their work contributes to their own personal growth, development, and sense of purpose, rather than being seen as a mere chore, or an unavoidable tax of survival. A genuine alignment of values is essential.

REAL-LIFE COMMUNITY CONNECTION

Finally, fostering real-life community experiences and connections stands as a crucial component in healing generational conflict. As participant Clare Richards from Impacks aptly put it, "The strain we feel intergenerationally is universal and enduring. I don't believe there's been a generation in human history that hasn't wanted to tell the young upstarts to knock it off and older generations to make way.” During the discussion, Maryam and Anisa shared insights about the cultural differences between Somalia, their country of birth, and the United States, where they now reside. While there may not have been televisions or electronic devices in Somali households, there was a strong family structure, and generations felt deeply connected. Many in the group concurred that this sense of generational connection is not as prevalent in America today. However, there is optimism; a recurring theme throughout the conversation emphasized the importance of in-person connections in easing conflict and strengthening communities.

Engaging in open dialogues about non-work-related topics proves beneficial for improving intergenerational relations. Such dialogues help individuals gain a better understanding of one another's perspectives and backgrounds. When people share stories from their lives, it provides valuable context, breaking down barriers. Participants reminisced about buddy systems, mentor-mentee relationships, and shared learning experiences with individuals of all ages, reflecting fondly on these memories.

Thanks again to everyone who attended the third Collectivity Salon Series on the Intergenerational Workplace. If you are interested in being invited to future salons, please feel free to contact us for an invitation. The fourth of the Collectivity salons will occur early 2024 (maybe, stay tuned!). Subscribe to our quarterly newsletter to stay in the know.