Sunday, June 4, 2017

Let's stop generation generalisation

More than ever we seem to love making sweeping and often dangerous generalisations about sections of the population. Despite a complete lack of scientific evidence, we are continually drawn to narratives that assume that everyone born between certain dates, in a certain geographical area or even the entire population of the world not born in our particular country all share common personality traits. I've written about this many times but I was particularly fond of a heart-felt appeal against simplified generalisations in an article in Forbes Austria by Joost Minnaar and Pim de Morree, The made-up nonsense about generations at work.

Concepts such as Generation X/Y/Z or Millennials are often used to justify educational and corporate strategies, workplace design and even government policy on the grounds that these groups have a completely different mindset to older generations. This entire generation, according to the narratives, want flexibility, freedom, adventure, fun and personal development and don't want to be trapped into old-fashioned ideas like job security. They are said to be constantly changing jobs and always looking for new challenges. Minaar and de Morree decided to do some research into this and came up with results that largely bust the myths. So-called millennials actually don't change jobs any more today than 20 years ago (around 3%) and when asked about what qualities were most valued in any workplace the answers from all generations were largely the same: purpose, meaning, freedom, autonomy, fun, and personal development.

I suspect that the reason many young people do change jobs is due to the abundance of short-term contracts and project jobs that are often the only form of employment available. Given the choice most people have very similar ambitions and job security is probably top of the list for us all. Without that basic security, knowing that you'll still have the job next month and even next year, is essential to foster the sense of community and mutual trust that in turn leads to creativity and efficiency in an organisation. Insecurity and competition on the other hand leads often to fear and mistrust.

The article ends with a plea to look beyond these convenient and often empty generalisations and realise that the generation gap is not as wide as we would like to think. This applies as much to the workplace as it does in education.

It’s time to stop believing all this made-up nonsense of different generational needs and the blaming cultures that result from it. We better start figure out our similarities and our expectations when it comes to creating highly inspiring workplaces. It’s time to start asking employees what they want in the workplace, regardless of their age and regardless of the generation they belong to. Only then we can make a radical shift in the way we organize work. Only then we can create more human, more engaging and more thriving organizations.

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