In ancient Greece, the philosopher Socrates was at the centre of a storm of criticism from the older generation. Considered a provocateur, his Socratic method of questioning everything established represented a threat to traditional values. The older generation saw him as a subversive figure, capable of sowing doubt among the young, who were beginning to challenge the principles that had hitherto been unquestioned.
This generational conflict, which extended beyond the streets of Athens and resonated in the forums of thought, reflects a pattern that has persisted throughout history: the tension between the old and the new, between accumulated wisdom and the relentless search for new truths. Yet these kinds of clashes are, in reality, a gateway to progress, to new ways of doing and thinking about things.
Today, in a world where five or even six generations coexist in the same workspace, we have an unprecedented opportunity to replicate this intergenerational alchemy. While we often focus on what separates us, the real intelligence lies in harnessing the diversity that this multiple coexistence offers us.
What will I read about in this article?
Generational conflicts, an invention of stereotypes
Generational conflicts are presented as recurring narratives that, rather than reflecting an immutable reality, seem to cling to stereotypes that simplify the complexity of human interactions. Baby boomers are referred to as resistant to change, millennials as technology-dependent and Generation Z as impatient.
The world of work is no stranger to such simplifications, and differences in communication styles, professional expectations and values often lead to tensions. But if we look beyond generalisations, we find that the world of work has always been a space for exchange and mutual learning.
Especially today, when, for the first time, managers have the task of leading up to five generations (Silent Generation, Baby Boomers, Generation X, Millennials, Generation Z) at the same time.
This is a collective challenge. Especially given that only 6% of organisations strongly agree that their leaders know how to effectively manage intergenerational teams, according to a Deloitte survey.
As HBR points out, this has consequences. Poorly managed generational differences can lead to age bias, a negative impact on work attitudes, dysfunctional team dynamics and lower levels of overall job performance.
Intergenerational links
While memes on social media may lead us to believe that the generations are in constant competition, Megan W. Gerhardt’s research in her book Gentelligence proves otherwise. In her study, they conclude that authentic intergenerational interactions foster complementary types of expertise and generate experiences that benefit people of all ages and career stages.
The key? Intergenerational linkages. Such relationships have the potential to mitigate age-related barriers between peers and increase opportunities for productive collaboration between age groups.
< pid=”co-pe”>Of course, there’s an impediment: the tendency to get closer to those we consider more akin to ourselves, especially when it comes to age. According to Megan W. Gerhardt, this phenomenon – known as the similarity effect or homophily – encourages people starting out in a company to seek collaboration with people of the same generation.
Harnessing today’s unprecedented generational diversity
However, in today’s world of work, generational lines are blurring due to rapidly advancing technology and constant economic change. We live in a time when five or six generations coexist simultaneously, from the traditional baby boomers to the emerging Alpha generation. This scenario offers a unique opportunity to focus not on the differences that separate us, but on how we can take advantage of this unprecedented diversity.
Adaptability and continuous learning have become essential skills. Generation X workers, who grew up without the ubiquity of digital technology, have embraced new tools and ways of working, and have integrated into a digital environment led by millennials and Generation Z. In turn, the younger generation benefits from the experience and wisdom of their older counterparts, who have navigated earlier economic and technological transitions. In other words, each generation also lives in a growing number of different times to which it needs to adapt.
This generational and temporal crossover is reshaping career paths and organisational structures. Companies that foster intergenerational collaboration are finding that combining diverse skills and perspectives drives innovation and resilience. One example is the implementation of reverse mentoring programmes, where younger employees help older employees familiarise themselves with new technologies, while more experienced employees share their strategic and leadership knowledge.
The importance of this collaboration lies in creating an inclusive work environment that values diversity of thought and vision. Organisations that embrace this mix of generations are not only better equipped to meet future challenges, but also foster a richer and more adaptive corporate culture, where multiple skills and experiences cohabit. Harnessing generational diversity is undoubtedly the most effective approach to meeting the challenges of the modern world.