Age Diversity and Conflicts in the Workplace

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Introduction

The problem of the generation gap has always affected workplace relationships globally due to the differences in the circumstances under which people belonging to different age groups developed their values. However, in the contemporary business setting, the incongruence in worldviews has become particularly problematic. On the one hand, modern companies need to implement diversity policies by showing appreciation for the viewpoints of every age group. On the other hand, the differences between Generations X, Y, and Z create breeding grounds for multiple misunderstandings and conflicts.

Generation Gap as a Complex Issue: Definition

The phenomenon of GG is traditionally seen as a combination of “differences in values or attitudes” that may potentially cause a conflict in the workplace (Reiser, Van Vreede, & Petty, 2019, p. 2). The proposed definition emphasizes the problem of interpersonal confrontations that GG entails unless managed properly (Reiser et al., 2019). Moreover, recent research indicates that, when left unattended, the problem of GG may cause significant disruptions in the performance of staff members (Wong et al., 2018). The issue affects both employees and managers, causing organizations to lose money (Reiser et al., 2019). Therefore, a detailed analysis of the problem and the solutions to it is required.

Personal Perspective: Generation Gap and the Individual Framework of Perception

The phenomenon of GG has affected numerous people on both professional and personal levels. A report published lately posits that the focus on diversity will inevitably lead to the creation of multigenerational workplaces where representatives of 3-4 generations (Baby Boomers, Gen X, Gen Y, and Millennials) will work together (Yi, Ribbens, Fu, & Cheng, 2015). Differences in values, opinions, habits, and perceptions will entail inevitable conflicts and miscommunication that may halt production processes within companies (Yi et al., 2015). Therefore, the issue in question presents a dilemma for modern companies.

Generation Gap and Photography as the Chosen Field of Study

In the field of study under consideration, the problem of the GG has not been as evident as in other areas, yet it has also affected photographers’ performance significantly. It would be wrong to accuse any of the generations of refusing to collaborate. Quite the contrary, there is evident willingness to cooperate in the field of photography between Baby Boomers and Generations X, Y, and Z (Yi et al., 2015). The phenomenon of knowledge sharing has been taken to the next level with the usage of the latest technological advancements for data transfer (Wong et al., 2018). However, due to the differences in the values of each generation, HR managers may find it difficult to distribute roles and responsibilities among them. In photography, the observed trend may lead to a drop in motivation and creativity among employees.

Society: Adding Value to Interpersonal Interactions. New Insights

A critical analysis of diversity issues and specifically the problem of GG will give insights into the strategies for managing communication between the four generations in question. Tools for reducing the tension that may emerge during collaboration will be located. Moreover, the philosophy oriented toward the promotion of unity within a company and the establishment of common goals will lead to a reduction in the number of conflicts and confrontations in the organizational setting (Canavor & Dowell, 2017). Thus, managers will add value to the company’s HR assets through the reinforcement of knowledge sharing and corporate social responsibility (CSR), as well as loyalty to the organization.

Critical Analysis as the Method of Meeting Personal and Professional Goals: Strategies

The incorporation of the critical analysis as one of the pillars of managing the work of employees representing different generations is absolutely necessary. A critical look facilitated by the strategies such as compromise-driven negotiations and workplace ethics will give managers important insights into the process of handling complex relationships in the context of a GG (Yi et al., 2015). Additionally, a critical analysis will inform the selection of the tools such as exploring the work ethics of each generation and offering discussions that will prompt intercultural dialogue. Furthermore, inviting employees to participate in discussions and analyze the differences in their opinions to develop self-awareness would be an important change.

Conclusion: Benefits and Challenges of Addressing Issues in Diversity

The problem of GG has affected a range of workplace environments, causing multiple conflicts. Differences in the values of Baby Boomers, Generation X, Millennials, and iGen have created a rather hostile environment for both staff and managers (Madden, 2017). However, the application of negotiation- and compromise-driven strategies, focus on the values of each generation, and enhancement of corporate unity will allow changing the current situation.

Recommendations: Critical Analysis of Diversity as the Platform for Adding Value to Communication

The current situation demands the use of Critical Analysis as the main approach toward bridging the GG. Wit is advised that staff members discuss the problem of GG actively, providing their solutions to the dilemma and creating an atmosphere of collaboration and unity. In addition, corporate values, primarily, CSR should be promoted in the business setting.

References

Canavor, N., & Dowell, S. (2017). Workplace genie: An unorthodox toolkit to help transform your work relationships and get the most from your career. New York, NY: Simon and Schuster.

Madden, C. (2017). Hello Gen Z: Engaging the Generation of post-Millennials. Sydney, Australia: Hello Clarity.

Reiser, C., Van Vreede, V., & Petty, E. M. (2019). Genetic counselor workforce generational diversity: Millennials to Baby Boomers. Journal of Genetic Counseling, 28(4), pp. 1-8.

Wong, I. A., Wan, Y. K. P., & Gao, J. H. (2017). How to attract and retain Generation Y employees? An exploration of career choice and the meaning of work. Tourism Management Perspectives, 23, 140-150.

Yi, X., Ribbens, B., Fu, L., & Cheng, W. (2015). Variation in career and workplace attitudes by generation, gender, and culture differences in career perceptions in the United States and China. Employee Relations, 37(1), 66-82.

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