Boomers versus "Gen Z": Resolving generational conflicts in the workplace

Alright boomers! A dictum when Generation Z wants to choke off what their parents say.

Boomers versus "Gen Z": Resolving generational conflicts in the workplace

Alright boomers! A dictum when Generation Z wants to choke off what their parents say. This tension between generations can also build up in the workplace. Then what helps?

Thomas just doesn't get the technology, always calls in sick immediately: Although it's actually quite normal for several generations to come together in the workplace, different values ​​and working methods can develop potential for conflict. Finally, some of the so-called baby boomers (1956 to 1965) meet Generation X (1966 to 1980) and Y (1981 to 1995) and for some time now Generation Z, to which everyone born after 1996 belongs, has also been involved.

"According to a common cliché, the baby boomers stand for motivation and reliability. Authorities respect them," says Ute Gietzen-Wieland, career coach in Bielefeld. "Boomers" would work hard and put up with overtime. For Generation X and Y, on the other hand, a work-life balance is important. For Generation Z, factors such as having fun at work and finding meaning have priority. For her, the focus is primarily on a clear demarcation between work and private life.

From Timo Müller's point of view, the topic of overtime can cause resentment in a mixed-age team. "For baby boomers, it is usually natural to work longer," says the head of the Institute for Conflict Management and Management Communication (IKUF). A person from Generation Z has a different attitude, says Müller. The reasoning here is often: "If I work overtime, I lose important free time, I'm not willing to do that." And: "If I have conflicts with my boss, I resign, after all there are other employers with nice managers."

According to Müller, baby boomers sometimes lack understanding for this attitude of Generation Z. "If employees always go home on time, baby boomers may interpret this as laziness," says Müller.

And if a representative of "Gen Z" resigns and looks for a new job because of stress with others at work, baby boomers may label it as a lack of stamina. "The attitude of thinking about yourself first at work and ultimately having as much free time as possible is incomprehensible for boomers, contradicts their norms and is even morally reprehensible for them," says Müller.

Conversely, according to his observation, Generation Z is largely unaware that there is an "attitude world" outside of their own. Another possible potential for conflict: "Many younger people often accuse older people of clinging too rigidly to previous structures and not being open enough to new ideas," says Gietzen-Wieland.

In addition, dealing with digital media is mostly a matter of course for younger people and they want to integrate it into their everyday work. "But at this point, many of the older people often don't keep up and close themselves off," says Gietzen-Wieland. The older ones, in turn, would often accuse the younger ones of wanting to be on an equal footing with everyone and having a say in everything, but in return are not willing to take on responsibility.

When such generation-related conflicts arise in the workplace, only one thing helps: "Get together as a team and talk to each other," says Gietzen-Wieland. This has proven itself in mixed-age teams even before disputes arise, i.e. as a preventive measure.

The manager has a moderating role. External conflict moderators could also be helpful in such a team meeting. "First of all, it's about everyone involved changing their perspective," says Müller. The aim is to understand and understand the experience and socialization background of the other generations.

Awakening understanding is one thing. The other: "Everyone in the team should be aware that everyone can learn from each other," says Gietzen-Wieland. Younger people could, for example, support older people in finding their way more quickly into digital processes - which often make day-to-day work less complicated. Older people, in turn, could let younger people share in their many years of experience.

"It often makes sense for a mixed-age team to explicitly lay down a few rules for dealing with each other," says Gietzen-Wieland. This could include, for example, that everyone treats everyone else with respect or that everyone is open to examining new ideas, for example for work processes, and not discarding them immediately.

"But it's also important that everyone develops a certain tolerance for the different working world experience," says Müller. Talking to each other openly and developing tolerance, it's worth it: the day-to-day work is less conflict-free and the bottom line is definitely more economically productive for the company.