When enterprises try to mix these individuals with workers from different generations, the result is often more like a collision than a meeting of the minds. Some resist the impact of technology, globalization and downsizing, although most adapt to the new requirements regarding flexibility and entrepreneurial thinking. Baby boomers, born between 1946 and 1964, generally value inclusion and emphasize process. They have paid their dues and waited their turn for advancement. They are loyal to themselves and obsessed with skills development.
Money is important, but they are comfortable taking financial risks.
As children of the post-television era, many are more moved by the visual image than the written word. Fiercely independent, Generation X and Y workers like to be in control and require fast feedback. With their diverse values and points of view, it isn't surprising that these groups don't always agree on how work should be done. Older generations may seem inflexible to their young counterparts, and the younger members of the staff may seem to lack respect for authority. Frequently, I detect these differences in the complaints of managers who claim that younger workers have unrealistic promotion expectations and are unwilling to stick with something long enough to learn it well.