{"id":24224,"date":"2015-04-05T13:33:00","date_gmt":"2015-04-05T13:33:00","guid":{"rendered":"https:\/\/kepner-tregoe.com\/critical-thinking-spanning-the-generations\/"},"modified":"2026-02-23T10:27:23","modified_gmt":"2026-02-23T10:27:23","slug":"critical-thinking-spanning-the-generations","status":"publish","type":"post","link":"https:\/\/kepner-tregoe.com\/nl\/blogs\/critical-thinking-spanning-the-generations\/","title":{"rendered":"Critical Thinking: Spanning the Generations"},"content":{"rendered":"\n

Welcome to the 21st<\/span><\/sup> century\u2014where views on technology, work ethic and cultural diversity are strikingly different from generation to generation. The complex dynamics of social interaction, standards for performance and long-understood patterns of behavior are under direct assault-if not washed away by the cross-generational tide. Each generation is leaving its own mark on its own terms, and disconnects between intention, action, and understanding can cause negative consequences. Each of these generations approaches work and the workplace in a distinctly different way as noted on the table below:<\/p>\n\n\n\n

\u00a0<\/td>Traditionalists<\/b><\/td>Boomers<\/b><\/td>Gen X<\/b><\/td>Millennials<\/b><\/td><\/tr>
Age<\/em><\/td>1901-1945<\/td>1946-1964<\/td>1961-1981<\/td>1980-2000<\/td><\/tr>
Socialization<\/em><\/td>Workers are separate from the boss<\/td>Don\u2019t respect position alone<\/td>Don\u2019t trust corporations, can be skeptical<\/td>Embrace diversity, multiculturalism<\/td><\/tr>
Expectations<\/em><\/td>Loyalty for hard work<\/td>Work centric. Want flexible route into retirement<\/td>Care less about advancement than about work\/life balance<\/td>Looking for meaningful work and innovation<\/td><\/tr>
Technology Know-How<\/em><\/td>Adapted, personal and written communication preferred<\/td>Acquired, written & email<\/td>Assimilated, email<\/td>Integral, email,
IM and texting<\/td><\/tr>
Contributions<\/em><\/td>Experience, organization, discipline<\/td>Goal oriented, independent<\/td>Objective and will tell you what they think<\/td>Well educated, sociable, optimistic<\/td><\/tr>
Motivators<\/em><\/td>Recognition and respect for their experience<\/td>Being valued, needed<\/td>Flexibility in scheduling<\/td>Flexible schedule, working with bright people<\/td><\/tr>
Communication Style<\/em><\/td>Quiet, respectful of authority<\/td>Respectful, open, direct style<\/td>Direct and immediate<\/td>Wants lots of praise and feedback<\/td><\/tr>
Leadership Style<\/em><\/td>Hierarchy, Command-and-control<\/td>Consensual, collegial<\/td>Competence, Everyone is the same, Fairness<\/td>Achievers, Future leaders TBD<\/td><\/tr>
Top developmental areas<\/em><\/td>Skills training
Computer training
Team building<\/td>		Skills training
Leadership
Computer training<\/td>		Leadership
Skills training
Teambuilding<\/td>		Leadership
Problem solving, decision making
Skills training<\/td><\/tr>
Work is\u2026<\/em><\/td>An obligation<\/td>An adventure<\/td>A challenge,
a contract<\/td>		A means to
an end<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

With this in mind, the ability of an organization to meet its strategic goals and deliver value to its customers relies on a confluence of workplace interactions. Sharing a common language, such as English or Spanish or Mandarin, is not enough to be successful. Another type of common language needs to be implemented that crosses generational and social divides\u2013a language that can level the playing field and instill a sense of intergenerational equity. This language needs to focus on meeting the organization\u2019s objectives by supporting individual and team performance.<\/p>\n\n\n\n

A Common Purpose<\/h2>\n\n\n\n

Often the terms and jargon \u2018native\u2019 to one generation are not shared by others. Out of necessity, organizations must identify and support the implementation and integration of common approaches to change management and issue resolution to build a commonality of purpose across the organization.<\/p>\n\n\n\n

For example, in the case of change management<\/a> a common set of accepted standards exists in the practice of project management. Yet many organizations lack standards for setting priorities, using information, and taking meaningful action. The better performing organizations recognize that a commonly shared approach to issue resolution is needed to cross generational divides. After all, resolution of issues is not governed by who people are, but by what data they face.<\/p>\n\n\n\n

A Cross-Generational Language<\/h2>\n\n\n\n

The integration of a common approach to issue resolution that spans generations can ensure continuity of performance towards common goals.<\/em><\/p>\n\n\n\n

In response to these cross-generational challenges, KT provides time-tested rational and data-driven thinking processes that are the basis for effective leadership. They significantly increase the ability of people to think clearly in resolving complex organizational issues when under pressure. They include four distinct processes:<\/p>\n\n\n\n