Avoiding generational conflicts in the workplace

When the younger generation enters the job market, new ways of thinking and working flow into companies. Statements from older team members such as "We've always done it this way" or "We won't change that under any circumstances" can lead to conflicts between the generations.

1 What is a generational conflict?

Generations are certain age groups in a society that represent similar values and attitudes due to their economic, social and cultural characteristics. 

An intergenerational conflict arises when there are clashes between different generations. These can be triggered by prejudices, stereotypical thinking and ignorance.

2. five generations in the workplace

Silent generation - born between 1928 and 1945

People of the Silent Generation were strongly influenced by the Second World War. Their childhood was accompanied by great political and economic uncertainty. The generation is referred to as silent because their relatives still feel uncomfortable expressing their thoughts openly today. 

Topics such as digitalization and globalization have only found their way into their lives very late in life. Even though the majority of the generation is no longer employed, some are still active in family businesses or other projects. 

2.2 Baby boomers - born between 1946 and 1964

Baby boomers are the representatives of the baby boomers born after the Second World War. They grew up with the economic miracle, which is why work and career are their top priorities. 

They have been in management positions for many years. Their private lives tend to be of secondary importance. They have come to terms with the digital world, but use it less intuitively than younger generations. 

2.3 Generation X - born between 1965 and 1979

The motto of Generation X is "work to live" and not the other way around, as was the case with the baby boomers. Their representatives are well educated and it is important to them to get ahead professionally in order to achieve a high quality of life. They are also characterized by a search for meaning, the sharing of power and responsibility, and a healthy work-life balance is more important to them.

2.4 Millennials/Generation Y - born between 1980 and 1994

Generation Y has grown up with endless opportunities, both professionally and privately. Millennials are looking for meaningful tasks and self-realization. 

They remember the time before digitalization, but have experienced the rise of the internet from the very beginning. Their working hours should be flexible, hierarchies should be kept flat and the employer should have a culture that is as transparent and sustainable as possible.

2.5 Generation Z - born between 1995 and today

The members of Generation Z are just entering the labor market. They are fully socialized with the internet. Current crises and movements such as climate change, the pandemic, Black Lives Matter and the war in Europe are shaping their awareness and actions. 

When it comes to working life, Generation Z finds its purpose not in a career, but in its daily passions. Their representatives therefore see advantages at work in flexibility, autonomy and a good work-life balance.

3. generational conflicts Example: Where do generational conflicts arise?

Whether it's the battle for a job, the desire for more free time or the definition of performance, conflicts between generations can arise in the world of work for a variety of reasons. This is where the biggest conflicts lie.

3.1 Evaluation of performance

Do I live to work or do I work to live? Conflicts often arise between generations when it comes to evaluating performance. Baby boomers have earned good positions in companies by working long hours over many years. Younger generations, on the other hand, prioritize their leisure time more and don't want to spend too much of their lives at work.

Attitudes towards work have changed in recent years. This can lead to disputes or even power struggles between generations in companies, especially when new working models, such as part-time management, replace old habits. 

3.2 Transfer of knowledge

Not every team member has the same knowledge. Older colleagues usually have many years of experience in the industry or the company that younger team members do not yet have. On the other hand, they are considered to have a knowledge advantage in the field of digitalization and a higher level of media usage competence.

Gaps in knowledge create uncertainty on both sides. If one party is also disrespectful and incomprehensible, a dispute is inevitable. This is because many employees fear that team members with a corresponding knowledge advantage - whether due to greater "seniority" or media socialization - will get better jobs and projects.

3.3 Change and hierarchies

Companies still feel enormous pressure when it comes to organizational change, which in many cases also involves a reduction in power structures. Younger generations tend to favor flat hierarchies in the company because this can bring more flexibility and decision-making options and a stronger sense of unity. 

Baby boomers often did not grow up in such structures and see certain positions and career paths at risk. The fear of loss, outstanding demands and a lack of compromise fuel generational conflicts and slow down change processes in companies. 

4. six tips on how to avoid generational conflict in the workplace

1. adopt an appreciative attitude  

Meeting at eye level is a basic prerequisite for successful collaboration. This creates an appreciative attitude towards the other team member, regardless of the age difference. 

Insults, jokes, constant interruptions or a lack of eye contact on the part of the audience, on the other hand, fuel intergenerational conflicts. Everyone wants to be accepted and recognized. Therefore, respectful interaction strengthens the self-esteem of team members. 

2. talk to each other

Talking to each other is the be-all and end-all. Generational conflicts arise when team members do not get to know each other and exchange ideas. 

In order to overcome prejudices and misunderstandings, a constructive dialog is needed in which those involved can break down barriers and understand each other. Refusing to talk offers no prospect of achieving common goals or coming to terms with each other.

3. approach through understanding

During the conversation, it usually quickly becomes clear where the demands, ideas and wishes diverge. This phase can quickly lead to attacks and accusations. It is important to remain calm here. 

In order to continue to get along well, it is important to accept differing views and not to judge them. It is not always easy to show empathy and understanding for the other side. It is therefore helpful to put yourself in the team member's shoes and recognize the unmet needs behind the statements.

4. willingness to compromise 

When different views clash and everyone insists on their own demands, arguments are inevitable. Compromising is the better choice. Making a compromise does not mean failing with your position.

The renunciation of demands affects all conflict partners involved. Instead, the group finds new positions with which it can continue to work together.

5. using generational differences as an opportunity

When people of different ages come together in companies, it is important to use the differences as an opportunity. Mixed-age teams look at problems from multiple perspectives, as they bring different experience, expertise and interests to the table.

Companies have the task of creating structures where young and old can learn from each other, for example through mentoring or job tandems. Recognizing each other's strengths and transferring knowledge can also help to break down prejudices and barriers. 

6. deploy generation managers in the company

Generation managers relieve and advise managers in order to prevent conflicts in mixed-age teams. They help to secure relevant knowledge within the company and ensure that employees understand each other and their differences better. They know the points of friction that can arise between generations. With their expertise, they help teams to create mutual acceptance and ultimately achieve their goals successfully. 

5 Conclusion: Generational conflict in the workplace

When several generations come together in the workplace, it doesn't necessarily have to lead to disputes. At the same time, we should free ourselves from the idea of pigeonholing team members from one generation. 

That would be too short-sighted. It is certain that social, political and economic events, as well as access to knowledge and information, play a part in how we view the world. But there are individual personalities in every generation who do not fit into the stereotypical patterns of their age group.

As an employer, it is important to develop an awareness of potential points of friction in mixed-age teams. If you are aware of the problem areas, you can prevent conflicts or react in good time as soon as the first tendencies become apparent. In this way, generational diversity can be used as an opportunity.