By Kim Jong-nam
It is undeniable that there are gaps between younger generations (Millennials and Generation Z) and older ones, due to differences in age, experience, culture and workplace mindsets. These differences already create distance between these two groups. However, even more distance is unfortunately created through the collective biases that are sometimes held by members of one group about the other group.
I surveyed about 200 managers of two large corporations ― one Korean, and one not. They agreed that distance was created both by natural differences as well as by some biases. The conclusion that they reached is that the biases make it even more difficult for the two parties to see each other objectively. Instead, they tend to only see the other party's weaknesses. Of course, what's significant is that most people never think of themselves as biased, but instead usually think that the other group is biased, which leads them to be cynical about the relationship ever improving. I will summarize the common criticisms the different generations have about each other in the paragraphs that follow.
First, the older generations tend to think that members of the younger generation are less loyal to their employers and less responsible, as proven by the fact that they value their personal interests over those of their organization. In addition, they think that members of the younger generation believe that they should be compensated for all of the work that they do and should not extend any effort beyond what they have been paid for. Conversely, the younger generations say that working overtime and not having work-life balance do not mean "loyalty" to a company, but rather, it amounts to excessive sacrifice. The younger generations make the point that the experience of the older generations is not up-to-date, and that the latter need to accept the new working environment and its requirements.
The second issue is what causes the biggest conflicts between the younger and older generations: differences in perspectives on how to work. The older generations feel strongly that the younger generations' basic mindsets, processes, attitudes, style and communication style in the workplace are in dire need of improvement. For example, they believe that the younger generations use language that is too casual when they report. Of course, the younger generations claim that the older ones are too formal. The older generations also feel that the younger generations make too much of the differences between the two groups, and are not willing to learn from the former's knowledge and experience, caricaturizing them as excessively bossy, bureaucratic and difficult to approach. It is true that these differences in culture do exist, but both groups' biases make it more difficult to achieve mutual understanding and narrow the distances.
Third, each group sees the other as being destructive to organizational culture. The older generations see the younger ones as not being respectful of hierarchy, age and experience. However, the younger ones see the older group as being overly inquisitive about their subordinates' personal lives, lazy at work and excessively self-protective. Younger generations also criticize the older generations' culture based on "in-groups." Each group, subscribing to a collective bias that has been formed by their particular group culture, sees only negatives in the other one. These two diverging group cultures ― broadly, the younger and older generation ― exist in many organizations, and many organizations are at a loss as to how to handle the differences.
Many people agree that since they were born and raised in different times, it is natural that their values, perspectives and attitudes are different. Their understandings of various situations, the workplace and the world are different. Thus, their basic desires about work, relationships, competencies and culture must be different, too. In addition, it is irrational to expect groups with these natural differences to fit together seamlessly. But biased group cultures make the situation even more difficult.
There are several points that we can take into account to reduce unnecessary conflict and misunderstanding. First, when we make judgments about another generation, we should think in advance about whether we ourselves are affected by any biases, and we must have the strength to admit the possibility that we indeed might be. We must take care to look sincerely for supporting evidence and not to make generalizations about specific people. Second, we also need to consider whether we are overly focused on another generation's weaknesses. Differences can create difficulties, but they can also be opportunities to learn about other approaches and perspectives. Third, we should not forget that the best way to handle differences is always to show mutual respect and to value privacy. Good communication is essential to both. Generalizing about a group or ignoring differences will contribute to the culture of bias, but valuing and understanding differences will shrink it. Biases tend to go away when they are looked at closely. One way to do this is merely to imagine the opposite of a bias you may have: picture yourself as a member of an older generation who is quick to grasp the newest trend, or as a member of a younger one who cheerfully does overtime. Exercises of "counter-bias" like these will help you remain neutral.
Kim Jong-nam is the founding CEO of META (www.imeta.co.kr) and a global organizational development consultant who works both virtually and in person.
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I surveyed about 200 managers of two large corporations ― one Korean, and one not. They agreed that distance was created both by natural differences as well as by some biases. The conclusion that they reached is that the biases make it even more difficult for the two parties to see each other objectively. Instead, they tend to only see the other party's weaknesses. Of course, what's significant is that most people never think of themselves as biased, but instead usually think that the other group is biased, which leads them to be cynical about the relationship ever improving. I will summarize the common criticisms the different generations have about each other in the paragraphs that follow.
First, the older generations tend to think that members of the younger generation are less loyal to their employers and less responsible, as proven by the fact that they value their personal interests over those of their organization. In addition, they think that members of the younger generation believe that they should be compensated for all of the work that they do and should not extend any effort beyond what they have been paid for. Conversely, the younger generations say that working overtime and not having work-life balance do not mean "loyalty" to a company, but rather, it amounts to excessive sacrifice. The younger generations make the point that the experience of the older generations is not up-to-date, and that the latter need to accept the new working environment and its requirements.
The second issue is what causes the biggest conflicts between the younger and older generations: differences in perspectives on how to work. The older generations feel strongly that the younger generations' basic mindsets, processes, attitudes, style and communication style in the workplace are in dire need of improvement. For example, they believe that the younger generations use language that is too casual when they report. Of course, the younger generations claim that the older ones are too formal. The older generations also feel that the younger generations make too much of the differences between the two groups, and are not willing to learn from the former's knowledge and experience, caricaturizing them as excessively bossy, bureaucratic and difficult to approach. It is true that these differences in culture do exist, but both groups' biases make it more difficult to achieve mutual understanding and narrow the distances.
Third, each group sees the other as being destructive to organizational culture. The older generations see the younger ones as not being respectful of hierarchy, age and experience. However, the younger ones see the older group as being overly inquisitive about their subordinates' personal lives, lazy at work and excessively self-protective. Younger generations also criticize the older generations' culture based on "in-groups." Each group, subscribing to a collective bias that has been formed by their particular group culture, sees only negatives in the other one. These two diverging group cultures ― broadly, the younger and older generation ― exist in many organizations, and many organizations are at a loss as to how to handle the differences.
Many people agree that since they were born and raised in different times, it is natural that their values, perspectives and attitudes are different. Their understandings of various situations, the workplace and the world are different. Thus, their basic desires about work, relationships, competencies and culture must be different, too. In addition, it is irrational to expect groups with these natural differences to fit together seamlessly. But biased group cultures make the situation even more difficult.
There are several points that we can take into account to reduce unnecessary conflict and misunderstanding. First, when we make judgments about another generation, we should think in advance about whether we ourselves are affected by any biases, and we must have the strength to admit the possibility that we indeed might be. We must take care to look sincerely for supporting evidence and not to make generalizations about specific people. Second, we also need to consider whether we are overly focused on another generation's weaknesses. Differences can create difficulties, but they can also be opportunities to learn about other approaches and perspectives. Third, we should not forget that the best way to handle differences is always to show mutual respect and to value privacy. Good communication is essential to both. Generalizing about a group or ignoring differences will contribute to the culture of bias, but valuing and understanding differences will shrink it. Biases tend to go away when they are looked at closely. One way to do this is merely to imagine the opposite of a bias you may have: picture yourself as a member of an older generation who is quick to grasp the newest trend, or as a member of a younger one who cheerfully does overtime. Exercises of "counter-bias" like these will help you remain neutral.
Kim Jong-nam is the founding CEO of META (www.imeta.co.kr) and a global organizational development consultant who works both virtually and in person.
