Generational differences are perceived in the workplace, according to "Can You Trust Anyone Under Thirty?", a case study in Conrad and Poole's (2012) Strategic Organizational Communication (pp. 14-17). Levenson (2010) counters that perceived differences may not be actual differences, especially when stages of life cycles and environmental factors are considered.

1. CanYouTrust
Anyone Under 30?
Camille Colvin , Lacey
Holtzen, Michelle Karns, Cris Meria
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2. A generation is comprised of
people born during the same time
period who share social and
historical perspectives.

3. Preview of Points
 Outline of Case Study
 Workplace Challenges
 Baby Boomers
 Generation X
 GenerationY
 Theoretical Basis
 An Economist’s Perspective
 Takeaways
 Points to Ponder
 References

4. CanYouTrust Anyone Under 30?
According to Conrad & Poole (2012), generational differences are
an emerging workplace conflict.
 Three generations dominate the workplace
 Baby Boomers
 Generation X (Gen X)
 Millennials (also called GenY)
 Divergent backgrounds exist (family, economics, technology)
 Attitudes toward employment differ (expectations, styles of
communication, loyalties)

5. Workplace Challenges
To learn how generational differences may impact the
workplace, watch Associated Bank NA’s (2013) educational film for
businesses, Overcoming the Generational Divide. The film notes
perceived differences in the following areas:
 Communication (written and verbal)
 Conflict management
 Satisfaction and morale
 Performance and productivity
 Professional etiquette and grooming
 Hiring and retention

6. Baby
Boomers
Born 1946-1964
79,000,000 Americans
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7. Baby Boomers’ Perspective
According to Hahn (2011), Baby Boomers share the following
background and characteristics:
 Raised during a time of economic prosperity and optimism
 Grew up with a clear division of gender roles and low divorce rate
 Experienced theVietnam War, the Apollo 11 moon landing, and
the Civil Rights Movement
 Prefer “face-time” at the office
 Are comfortable working in hierarchical organizations
 Demonstrate a strong sense of self, leadership, and
entrepreneurship

8. Baby Boomers’Values
Hahn (2011) notes that Baby Boomers share the following values:
 High social involvement
 Strong work ethic
 Willing to work long hours
 Exhibit loyalty and leadership in the workplace
 Desire job security
 Want to make a difference

9. Baby Boomers’ Expectations
Hahn (2011) indicates that Baby Boomers:
 Expect hierarchical organization, pay dues and work way
up the ladder
 Benefits including paid time off, sabbaticals, family
leave, investment planning
 Hard work and sacrifice is directly related to success
 Health and well-being
 Loyalty to and from company

10. Baby Boomers’ Communication
 Need for face-to-face meetings
 Value of hierarchy, structure, tradition
 Expect life to revolve around work
 Like to work in a collaborative team environment
 Prefer group decision-making
 May feel insulted by constant feedback

11. Generation X
Born 1965-1976
49,000,000 Americans
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12. Generation X’s Perspective
According to Hahn (2011), Gen X members share the following
background and characteristics:
 Raised during a time of economic downsizing and uncertainty
 Grew up as latch key kids with increasing divorce rates and
dynamic gender roles
 Experienced downsizing economy, the ColdWar, theThree Mile
Island disaster, and President Nixon’s resignation
 Accustomed to change and make good change agents since
they readily adapt to their environments

13. Generation X’sValues
Hahn (2011) indicates that Gen X members share values which
include:
 Work life balance, including flexible work schedules
 Technical acumen supported by continuous learning and skill
development
 Independence and freedom, including the ability to rebel
 Precedence given to accomplishments over an 8 hour work day
 Caution and risk aversion
 Loyalty to employer not perceived as a value

14. Generation X’s Expectations
Hahn (2011) reports that members of Gen X have workplace
expectations that include the following:
 Each job will be just a step up the ladder, not an identity
 Businesses and people will do what is best for themselves
 Freedom will be given to self-direct
 Feedback and recognition will be provided
 Untrustworthy employers and peers will create an environment
that lacks job security

15. Generation X’s Communication
According to Hahn (2011), Gen X members have the following
communication preferences and perceptions:
 Like to receive feedback
 Need to question authority
 Think that everything is negotiable
 Display a low desire for social involvement

16. Millennials
(GenerationY)
Born 1977-1997
73,500,000 Americans
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17. Millennial Perspective
According to Hahn (2011), Millennials share the following
background and characteristics:
 Raised in a self-centric environment with disposable income and
security
 Experienced the Oklahoma Bombing, 9/11, and the
proliferation of technology
 Had older parents with a high divorce rate
 Known as multi-taskers with a strong focus on technology &
education

18. MillennialValues
According to Hahn (2011), Millennials share values that include:
 Strong social involvement with an emphasis on social
networking
 Personal growth
 Devotion to the greater good
 Work life balance
 Informal organizational structures and dress codes
 Loyalty to themselves and to community

19. According to Hahn (2011) Millennials have the following
expectations:
 Career should be purposeful, fulfilling, and balanced with
personal life
 Jobs and careers will change many times
 The ability to make changes in organizations and immediately
work on top projects with top officials should be an entitlement
 Wellness benefits, including a flexible work
schedule, telecommuting, and work-share options should be
standard
Millennial Expectations

20. Hahn (2011) indicates that Millennials:
 Prefer collaboration over hierarchy
 Seek positive reinforcement
 Integrate technology into workplace communication and rely
on it for social connectivity
 Expect to share their ideas, be given important projects, and
have high visibility
Millennial Communication

21. Theoretical Basis
Communication as Relationality
Celeste M. Condit
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communication-skill.jpg

22. Communication as Relationality
According to Condit (2006):
 People communicate to maintain relationships
 Communication changes those relating to each other
 Communication is understood through the lens of personal
perspectives with a purpose related to a specific
 Time
 Place
 Social or cultural context

23. Communication as Relationality
Condit (2006) notes:
 Society isolates, aggregates, and labels groups like generations
for convenience
 People identify more intensely with groups they are closer to
physically or socially
 Similarity and difference both impact relationships
 Communication apprehension may occur between groups due
to perceived differences in experience, power, or credibility

24. An Economist’s
Perspective
Millennials and the World of Work:
An Economist’s Perspective
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25. An Economist’s Perspective
Levenson (2010) makes the following assertions regarding
generational differences in the workplace:
 Perception of differences does not prove actual differences exist
 “Each generation goes through a natural life cycle evolution in
their attitudes toward and decisions about work,” so stage of
life should be considered (p. 258)
 No data exists to compare decisions of previous generations to
those of Millinnials during similar stages of the life cycle

26. An Economist’s Perspective
According to Levenson (2010), the following factors should be
considered:
 Social norms change slowly, and are likely unrelated to the
emergence of a new generation
 “Quite different stereotypes about the same generation at
different points in time were put forth as part of the
conventional wisdom,” so perceptions of Millennials are likely
to change (p. 260)
 Economic and environmental factors contribute to Millennials’
attitudes and behavior and may impact how they are perceived

27. Takeaways
Key findings supported by
research
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28. Key Findings
 Differences between generations are perceived in the workplace
 Baby Boomers live to work, but Gen X and Millennials work
to live
 Baby Boomers believe people should do what they are
told, but Gen X and Millennials expect to be listened to and
valued
 Perceived differences may cause divisions
 Baby Boomers feel respect must be earned
 Both Gen X and Millennials feel they are entitled to respect
and the ability to question authority

29. Key Findings
 Features believed to differ between generations include:
 Influences
 Environment
 Motivations
 Expectations
 Communication styles
 Backgrounds
 Work habits
 Use of technology
Note: For a humorous take on perceived generational differences in
the workplace, watch The O’Shea Report.

30. Key Findings
 Employers can improve communication and work environments
by focusing on:
 Ethics
 Wellness benefits
 Communication
 Collaboration
 Flexible structure
 Succession planning
 Perceived differences may not be actual differences

31. Points to Ponder
Please consider and respond to
the following questions.
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32. Points to Ponder
 Based on the dates cited, which generation (Baby Boomer, Gen
X, or GenY) do you belong to?
 Which values associated with your generation do you identify
with most closely? Which values do you identify with least?
 What are two misconceptions you had or have about another
generation?
 After learning more about this concept and watching the
videos, how can you change those misconceptions?

33. References
Conrad, C. & Poole, M.S. (2012). Strategic organizational communication in a global economy, 7th ed.
Malden, MA: Wiley-Blackwell.
Condit, C. (2006). Communication as relationality. In G. Shepherd, J. St. John, & T. Striphas
(Eds.), Communication as perspectives on theory (pp. 3-12). Thousand Oaks, CA: Sage Publications, Inc.
Gibson, J., Greenwood, R., & Murphy, E. (2009). Generational differences in the workplace: Personal
values, behaviors, and popular beliefs. Journal of Diversity Management, 4(3).
Hahn, J. A. (2011). Managing multiple generations: Scenarios from the workplace. Nursing Forum 46(3), 119-
127.
Associated Bank, NA. (2013). Overcoming the generational divide. Retrieved from
http://knowledgecenter.associatedbank.com/Business-Insights/Resources/Video-Overcoming-the-
Generational-Divide
Levenson, A. R. (2010). Millennials and the world of work: An economist’s perspective. Journal of Business
and Psychology, 25, 257-264. doi: 10.1007/s10869-010-9170-9
The O’Shea Report (2011). The O’Shea Report: Generations at work. Retrieved from
http://www.youtube.com/watch?v=V2k3Mx07B9I