Introduction
Despite the efforts by many organizations to decant time and resources into encouraging and realize diversity in the work place, majority limit their definition of diversity to ethnicity and gender. One of the most overwhelming diversity challenges, generational diversity, often goes unnoticed and unaddressed. For the first time in history, many organizations are under pressure to balance the different working styles and needs of three to four generations in the work place. However, many organizations and employers leave work place teams and employees on their own to address these issues rather than provide support and direction. Although many view these generational conflicts as larger social issues, they play a significant role at the team level in the work place in ways that encumber productivity and lead to conflict, frustration, and poor morale. According to a survey conducted by Lee Hecht Harrison (1995), more than sixty percent of employers experience intergenerational conflict.
Many are probably aware of the stereotypes that exist in the work place. Baby Boomers hold the belief that Generation X are not patient and more willing to throw out time-tested strategies, while Generation X may view Baby Boomers as too political and more resistant to change. Conversely, Traditionalists may view Boomers as egocentric and too forthcoming, while Boomers may see Traditionalists as inflexible and domineering. Similarly, older generation may see Generation Y as self-centered and too spoiled, while Generation Y may consider them as out of reach and too set on their ways (Melissa, 2005).
If left unattended, these generational stereotypes can effectiveness and success of projects. Just like effective use of ethnic and gender diversity can boost the effectiveness and productivity of an organization, educating and preparing employees to appreciate generational difference can ensure successful implementation of projects. The major issue is on how employers can engage these different generations to work together as cohesive teams. This short report aims to look at the sources of intergenerational conflict, how it affects project management, as well as how to support project management teams for improved engagement and productivity.
Effects of generational differences in project management
The effects of generational differences on project management depend on the composition of the team. For example, a team composed of mostly of Generation X and Nexters professionals will likely require a different process compared to a team with traditionalists and Baby Boomers. To start with, motivation among teams varies across different generations. Younger professionals are motivated in different ways from senior and seasoned professionals. This is so because job security is on the decline among younger professionals. In today’s professional world, it is common for people to change multiple organizations or even careers. As such, providing job security for instance may not necessarily appeal to younger professionals. This may have a significant impact on the productivity of teams in the process of project management.
Generational differences sometimes may cause clashes in project management, especially among the project team members. Collaboration with others in project management process is a challenge that comes because of generational differences. Looking at communication from a virtual sense, it is about abbreviated messages, speed, and delivering the message (Benjamin, 2010). With limited technology and social networks, older generations took more time to cultivate trust because high reliance on their sources. To the older generation, social engagement took the form of personal contact and experience. May of the old generations have not adapted to that change and find it hard to understand the disengaged feature of communication in that manner, whether communicating through text, email, or social media and still feel that sense of connectedness. In contrast, the younger generations have grown with a more detached form of communication and view it as a primary channel of communication. Organizations should therefore create a thorough understanding of different styles of collaboration to help people change their attitudes before making assumptions and implying motive. Many people process information through their own lens or filters, as they cannot not conceive something they do not know until they are taught. This brings problems in project management as older generations may reject new ideas coming from younger generations. Younger people in teams may also reject ideas from older generations because they believe that their ideas are outdated.
Generations have different view at authority, which affects their performance in project management. According to (Reddick, 2006), older generations prefer organizations and project teams to operate in a vertical system with accountability and formal authority linked directly to hierarchy. On the other hand, younger generation view things as more flat with expertise and competence characterizing the formal authority structure. Problems might arise when a young knowledge expert out speaks to the older senior managers who may feel they possess the authority, and should be listened. Increasing awareness on generational differences can help bridge the gap if both parties understand the perspective of each other (Zemke, Raines, & Filipczak, 1999). Work projects and mentoring that help balance in-person and virtual participation can enhance harmony in a team setting. Nonetheless, older generations should be more open in order to accommodate younger generations. This is important because as people get older, they develop their set ways of doing things. Mentoring sessions can help the older generations help older generations use their knowledge and experience to allow them feel more like an expert.
Every team members desires to hold a responsibility and ability to influence and persuade others and accomplish project goals. Making decisions and enhancing productivity may prove tricky because of the differences in communication preferences and generational attitudes. As such, teams should balance the expectations and needs of younger generation and ensure they are motivated at personal levels (McMullin, Duerden & Jovic, 2007). Additionally, younger professionals are motivated differently from seasoned professionals. Older generations view commitment and need to reframe their perception on commitment. However, this area becomes easier to address as teams tackle other areas.
Conclusion
Even though generational difference issues in project management may seem difficult to handle, the can be handled in order to achieve efficiency. Increasing awareness on the effects of generational differences on teams and focusing on developing productive behaviors can bring teams together and enable them to achieve efficiency in project management. Productive behaviors help team members grow as they improve the organization. Establishing a comfortable workplace environment helps different generations work harmoniously and achieve project goals and objectives. Organizations must develop a comfortable working environment as today’s work places have as many as three to four different generations. Such settings provide social contact, identification, task accomplishment, shelter, and security.
References:
Benjamin, R. I. (2010). A Generational Perspective of Information System Development. Communications of The ACM, 15(7), 640-643.
McMullin, J., Duerden Comeau, T., & Jovic, E. (2007). Generational affinities and discourses of difference: a case study of highly skilled information technology workers. British Journal Of Sociology, 58(2), 297-316. doi:10.1111/j.1468-4446.2007.00152.x
Melissa, D. (June 2005). Generational differences at work. American Pyschological Association Monitor on Psychology 36, 6: 54. http://www.apa.org/monitor/jun05/generational.html
Mitchell, S. (2002). American generations: Who they are, how they live, what they think.
Ithaca, NY: New Strategists Publications.
Reddick, E. (2006). What you don't know about generational differences in the workplace could cost you plenty. Enterprise/Salt Lake City, 36(24), 10.
Zemke, R., Raines, C., & Filipczak, B. (1999). Generations at work: Managing the clash of veterans, boomers, Xers and nexters in your workplace. New York: AMACOM Books.
