When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work

If your workplace feels like a battle zone and colleagues sometimes act like adversaries, you ore not alone. Today four generations glare at one another across the conference table, and the potential for conflict and confusion has never been greater.

This insightful book provides hands-on methods to close the generation gaps. With effective tools to recruit, retain, motivate, and manage each generation, you can now create teamwork, not war, in today's highperformance workplace . . . where at any age, productivity is what counts.

With four generations in the work system, misunderstandings happen. Additionally, progressive organizations are realizing they need to develop new recruiting procedures, create new compensation,benefit and retention strategies to attract and retain the best of the four diverse groups in the work system. When generational collisions occur, it results in reduced profitability, presents hiring challenges, increased turnover rates, and decreased morale. Understanding the various generational identities will help in building bridges in the work environment. The book authors, Lancaster and Stillman, describe for the reader the four generational personalities and provide suggestions regarding rewards/retention/motivatational techniques that appeal to each generation. Briefly, the four generations are defined:

Traditionalists were born between the turn of the last century and the end of World War II (1900-1945) and they number about 5M in population. The Traditionalists were impacted by two World Wars and the Great Depression. They learned to do without and the management style they learned came from the military - a top-down, boot-camp method. They were cautious, obedient. and spoke when spoken to. They would have never called their boss by `his' first name. For years they had career security of life-long employment opportunities so all the downsizing of the 80s/90s initially took them by shock. They have their own preference regarding rewards and respond to different recruiting messages.

Baby Boomers: (Born from 1946-1964) represents the largest population ever born in the U.S. Their large number of about 80M created a competitive nature among them for jobs/opportunities. For the most part, they grew up in suburbs, had educational opportunities above their parents, saw lots of consumer products hit the marketplace (calculators, appliances). The television had a significant impact on their views of the world regarding equal opportunity and other human rights. They represent a great recruiting target as they `retool' for new career opportunities for those recruiters who have the knowledge on how to attract them.

Generation X: Many members of the Generation X emerged into the workplace during the 1990s expansion and this is the smallest generation in terms of numbers (46M- due to birth control and working moms). They had a distinct competitive advantage in choice jobs `they wanted.' The technological revolution exacerbated their successes as they are techno savvy unlike their Boomer competitors. Rather than `paying their dues for a number of years' as previous generations did, they were able to demand that organizations adapt to their ways of doing things creating disbelief from the Traditionalist/Boomers. (Actually, the Gen Xers have made the work place a better system for all of us by demanding flex hours, telecommuting, etc). Gen Xers grew up a skeptical group due to fractured family systems, violence in the news, AIDS, drugs, child molsters and downsizings. Generation Xers are dash board diners and being latchkey kids taught them independence. They detest micro-management in the work environment and want constant feedback on how they are performing. Recruiters and HR personnel need specifics to attract, motivate and retain Gen Xers.

Gen Y/ Millennial Generation: This 75M techno-savvy, multi-tasking generation has had access to cell phones, personal pagers, and computers most of their life. They have, for the most part, led privileged lives traveling more than previous generations to world wide areas, growing up in `fun' day care programs/activities, owning the best in technology and being included in family collaborations that involve major issues ranging from where to live, the decorations in their bedroom to vacation trips. Their parents/teachers have coached them to build extensive portfolios (for college), therefore, they will most likely be portfolio conscious and looking for career expansion opportunities. Futurists predict they will change jobs 7-10 times and even change careers 2 or 3 times. They were also taught to question parents/teachers and the status quo. They have served in school peer-court systems having a say in major decisions and this will impact how they will respond and adapt within workplace system. The authors provide some specific recruiting/retention strategies to attract this generation.
Looking at the workplace as a system, these generational variances present recruiting, rewarding and retention challenges. Employee turnover eats up management hours and dollars spent advertising and conducting searches for, interviewing, hiring and training new recruits. Its takes up remaining employees' time covering open positions. It frustrates customers who often receive substandard or inconsistent service.


Buying my 13 year-old her own palm pilot for her birthday!   March 4, 2002
Joseph Feigon (San Francisco, CA USA)
6 out of 8 found this review helpful

Now I can understand why my 13-year old wanted her own PDA for her 13th birthday while I was perfectly content watching a Beatles movie when I turned 13 years old!

I have just finished reading this book from cover to cover and found it to be extremely engaging, funny, informative and invaluable. I recently saw Lancaster and Stillman speak and was intrigued watching them in action-- as business partners, authors and great friends. Their partnership is clearly the selling point and the foundation in which I have appreciated this book. They are both funny, smart and very passionate about this topic.

This book is extremely well written with strong content, relevant research and personal anecdotes. My favorite area has been the specific ClashPoints they have identified and explain each from the 4 generational points of views. Right on!

This book is a must-read for high level executives in Corporate America who need to better understand how to recruit, manage, develop and retain a diverse workforce. It should also be on every parent's nightstand as they learn to balance the needs and expectations of their aging parents and their growing children.


All Supervisors should learn this!   August 30, 2007
MES (Dundee, Michigan)
1 out of 1 found this review helpful

This has been very enlightning to look outside one's own generation. Awareness is half the battle. Excellent resource.


When generations collide   February 20, 2002
Teri Bloomquist (San Francisco)
Terrific!!! Informative, Amusing, and Very Easy Reading.

I have recommended "Generations" to everyone at work. Those who are able to work together, may be able to survive together. Professional survival is critical in the Bay Area; and I will use any edge I can.

Essential reading!!!


A Great Book on Generational Differences   February 26, 2002
Lynne Lancaster and David Stillman have done us a tremendous service in researching and documenting the characteristics, styles and needs of the generations. This is a fascinating, funny book that clearly describes each generation, including stories and examples that leave us all smiling and nodding our heads in recognition at ourselves, or those we work and live with. In the workplace, just understanding how each generation needs to receive feedback makes this book worthwhile. Too often, those of us who manage employees or consult to organizations find ourselves wondering why someone was not motivated or delighted with our carefully thought out and delivered feedback! Their advice is specific, targeted and illustrative. Understanding why the generations approach the issue of life balance differently was a special eye-opener as well. The implications for retention and development are powerful, and a must to consider for anyone looking at workforce planning or even career planning for their children.