Steve Lundin

Focuses on the principles for creating a work life of the Pike Place Fish sellers in Seattle, Washington. Inhibition of playfulness in the workplace; Responsibility and freedom in choosing the right attitude; Commitment to the mission and vision of the company.

Go Fish

There has been a great deal of focus on the unprecedented phenomenon of  four generations in the workplace (soon to be five generations, as the group born after 2000 begins to enter the workforce).  As competiton for talent is increasing, successful organizations pursue strategies to become the employer of choice.By no means homogenous, the four generations are shaped not only by the societal times they are born into, but also by multiple dimensions of diversity (including ethnicity, religion, gender, socio-economic class, country of origin, race, sexual orientation and identity, to name a few) that influence their  perspectives, motivations, and beliefs. Traditionalists (born 1945 and before) strongly value hard work and are shaped by the wake of World War II and their parent’s experiences of the Great Depression. This generation tends to be respectful of authority and work in organizations and the military where structures were hierarchical, deploying command and control processes. Growing up in the era of radio,Traditionalists are focused on the traditional nuclear family with very defined male/female roles. Preferred methods of communication, in addition to in- person, are rotary phones, handwritten letters, or typewritten memos.The Baby Boom Generation (1946-1964) is the largest cohort in today’s workplace, and 8,000 of this group are turning 65 every day. Television provided a shared experience across the United States. They have been strongly  shaped by the Vietnam War and anti-war protests, the first landing on the moon, Civil Rights legislation,Woodstock, the inspirational messages and tragic assassinations of John F. Kennedy, Robert Kennedy, and Martin Luther King Jr.The emerging feminist movement; the Cultural Revolution in China; and the Cold War were major events. Unionization was at its peak in 1960 and the Polio vaccine became readily available in 1962.Baby boomers tend to like collegial working environments and team work.Preferred communication methods growing up were in-person, touch- tone telephone, and typewritten memos, but this group has also embraced technology. After all, Steve Jobs, the legendary inventor, was of this generation.Generation X (1965-1980) has been shaped by a rapidly changing world, marked by several recessions, (including massive corporate layoffs in 1979), the fall of the Berlin Wall in 1989, the AIDs epidemic, and the Tianamen Square uprisings. Estimated to comprise approximately 33 percent of the U.S. labor market, this cohort, also known as “latchkey kids”  have felt the impact of  high divorce rates.Known to be self-reliant, computer-savvy, they enjoy results-driven organizations, often have high expectations for advancement and value balance in work/life. Preferred communications growing up, in addition to face-to-face, were cell phones and e-mails.The Millennials (1981-2000), also known as the “Digital Natives,” represent the fastest growing cohort in the workplace. Shaped by massive change around them, including a marked increase in globalization, climate change, the end of Apartheid in South Africa, school massacres, and the indelible effects of 9/11 on the country’s psyche, the Millennials are sometimes referred to as post-racial. This generation has seen the legalization of same sex marriage in 11 states and increased acceptance of gay rights nationwide.  They are known to have high expectations about workplace environments, are attracted to organizations committed to social responsibility, and readily share their reactions (both postive and negative) about institutions, brands and trends, using social media. Growing up in the 24/7 hyper-connected world, their preferred communications methods growing up are texting, Facebook posts, and other instantaneous electronic messages.For an amusing and informative quiz about this last generation, take the Pew Research Center quiz. Research has shown that many Millennials prefer non-traditional career paths and often want to be involved with or create a start-up.Career ladder vs. career latticeLayered on top of these social and historical times, career issues vary by age, job movement, and experiences. In the traditional vertical career ladder, individuals begin in a learning mode and depend on others. As they become more experienced, they become independent contributors and focus on being recognized. Over time, they may be become managers of others and as they “move up the ladder,” they lead the enterprise though vision and business savvy.We now recognize that the career ladder is an outmoded way of thinking. Young people may quickly progress without moving through expected rungs; others may plateau early on due to personal situations, skill levels, a desire to seek greater balance or other factors. A more current and accurate metaphor for careers today is the “career lattice,” in which career movement may be lateral, cross-functional, fast or slow, related to issues such a juggling work and family, starting out in the workforce, or preparing to retire.Moreover, lifecycle stages come into play. As Erik Erikson first proposed in Identity and the Lifecycle, individuals navigate major changes and challenges as they age. The fundamental tasks facing a young adult, such as defining personal identity, are quite different from someone who is mature, who is likely more focused on their legacy. {Source: Brianne Thompson}Engaging across generationsThe presence of four generations presents a new set of challenges and an exciting opportunity to leverage diverse skill sets and experiences to drive innovation and collaboration. Doing so requires a thoughtful approach that recognizes differences and creating a workplace culture that is based on respect, recognition, trust, and valuing unique perspectives.  Here are 15 strategies to connect the generations:Provide training about the four generations to build greater awareness and understanding.Implement programs that leverage the specific skill sets of each generation, including reverse mentoring, where tech-savvy employees, the Gen Y and Millenials, also known as “digital natives”  can share their knowledge with others.Examine the generational composition of workforce and where relevant, modify workplace practices to address unique needs.Match the generations in the workforce with marketplace needs to promote adaptation to the desired customer base.Recognize the institutional wisdom of older employees and engage in active knowledge management to prevent “brain drain.”Focus on the positive strengths that different generations bring, vs. making disparaging remarks (such as, “I’m sure you won’t know how to use this App” to a Boomer, or “Your generation expects instant rewards” to a Gen Y.)Individualize approaches in terms of career development, stretch assignments, and recognition; www.hrmorning.com/finding-the-right-motivators-for-the-right-generation-infographic.Offer employee resource groups to build communities and education across the generations. Use different generations as Think Tanks to understand how to frame issues and solve problems from multiple perspectives.Deploy varied communication vehicles (Town Halls, team meetings, social media, e-learning) to share the larger purpose of the organization and the meaning of work.Leverage the power of social networks to promote collaboration across the generations.Use the career lattice concept to promote creative ways to develop employees, especially important in today’s flattened organizations.Create an inclusive environment in which all voices can be heard.Emphasize development for everyone, regardless of age or stage in careers.Offer benefits that match the lifestyle and lifecycle needs (such as providing coverage for same sex partners, providing elder care benefits, long-term care insurance, and so forth).Find creative ways to promote flexibility in the workplace (such as job sharing, flex time, and telecommuting), which is increasingly desired across the four generations.How do you create connections across generations?

15 Strategies to Generate Connections Across Generations

Almost everyone in the business world is familiar with the brainstorming maxim: think outside the box. However, a recent study conducted at the University of Pittsburgh found ideas that were closely related to a problem helped form the most viable solutions. Using OpenIDEO, a web-based crowdsourced innovation platform used to address a wide range of social and environmental problems like human rights violations and job growth for youth, researchers—recent University of Pittsburgh graduate Joel Chan and his mentor Christian Schunn of Pitt’s Learning Research and Development Center, along with Carnegie Mellon University’s Steven Dow—challenged participants to come up with solutions for large-scale problems like "How might we inspire and enable communities to take more initiative in making their local environments better?" and "How can technology help people working to uphold human rights in the face of unlawful detention?" In a paper, published in_Design Studies_, Chan, Schunn, and Dow explain how expert designers from OpenIDEO then rated the solutions based on which concepts were most likely to produce real-world impact and chose 10 winning ideas. The researchers examined which ideas made the shortlist and what inspired those ideas. The process took up to 10 weeks. Other similar studies, Chan says in a Pitt news release, have looked at the creative process over a much shorter period of time. Also, he adds, “in our study we had more than 350 participants and thousands of ideas. Creativity studies typically have many participants solve ‘toy’ problems or observe few participants solving real problems—in our study we had both, lending greater strength to our conclusions.” Then, the researchers used an algorithm to determine whether an idea was near to or far from the posted problem. This algorithm was first vetted against human judgments and proved to be quite good at determining idea distance. The researchers found that the best ideas are built on existing concepts within the field of the problem being solved ("near" inspiration), instead of looking to outside sources ("far" inspiration). “Instead of seeing a bigger effect of far inspirations,” Chan says, “I saw that ideas built on source ideas more closely related to the problem tended to be selected more often. And I saw the same pattern across 12 very different problems—ranging from preventing human rights violations to fostering greater connectedness in urban communities to improving employment prospects for young people.” For example, if considering the problem of electronic waste, the best idea would likely be inspired by a local recycling plant with an electronic waste disposal program ("near" inspiration), rather than another industry ("far" inspiration), such as an idea to create compostable electronics based on edible food package technology. Bottom line: When seeking inspiration to solve the next organizational crisis, the best strategy may be to look at how others are solving similar problems.

Steve Lundin

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