Generational Impact

So, what does this mean for your organization? Engagement practices are always a balancing act, especially when it pertains to managing the different generations. Some activities can include a variety of features that would be appealing to the different groups.

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For instance, wellness and team-building activities can include employee recognition. This site uses Akismet to reduce spam.

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Learn how your comment data is processed. Get all latest content delivered to your email a few times a month. Garbage and waste float on its surface. Riddled with disease and parasites, it is the only source of water for thousands living in the remote regions of Benin, West Africa. Women and children crowd around the uncovered opening of an old hand-dug well, vying to lower their buckets into the ground.

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Some women choose instead to travel at night to collect water, leaving them open to many dangers. Lingering nearby the well is Debora. She lowers her bucket into the well, fills it with the putrid liquid and pulls it back up to the surface. With 45 pounds atop her head, she trudges homeward through six-foot tall grass and comes to a stop at a highway. She waits as cars and trucks go by— often up to 30 minutes—before it is safe to pass.

Others have been killed while crossing the same road. That is why there has been so much discussion around the impact this is having on organizations. Technology has always been a part of their life.

Secrets Of Generational Impact

They have the highest demand on work-life balance and will give no organization any loyalty if not so deserved. Consequently, they have the greatest impact on the shaping of a culture which supports innovation.

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They are very independent thinkers but work well in teams. Many of their university projects were team efforts.

Habitat’s Generational Impact

They are also the most tolerant of differences than any generation before them. That is, different cultural background, of others. They are eager to see the culture change within their organizations. The Generation Z zed are the babies of Generation X. One of the great challenges in continuing to define our organizational cultures according to the various generations that work within this environment is that it does not account for the fact that China, India and other Asian countries are growing rapidly and their innovation engines are driven pre-dominantly by Generation X and Y.



The description of generational impact is largely focused on North American and European birth rates. I believe that over the next 20 years, this discussion will change focus considerably. In considering North American culture, each generation has different work ethics and expectations. Knowledge and the sharing of knowledge and ideas are dependent upon the generation. For example, generation baby boomers see knowledge as power and something to be protected.

Generation X sees knowledge as something that belongs to everyone and creates the basis for building new relationships and fostering the generation of ideas — the first part of innovation. Generation Y see knowledge that is something to be shared with everyone.

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They use blogs, instant messaging, etc. Young innovators are open-minded and have a tendency to be disruptive — and to challenge the status quo. I also think our naivety is perhaps our greatest asset because we have no idea we might fail. To create a culture that supports innovation, be aware of the impact of generational differences on your process for innovation and make sure to meet the needs of your team accordingly. You will optimize your leadership efforts and more likely get the results you were hoping for with this simple idea in mind. The Impact of Generational Differences in Organizations Our ability to work in a collaborative way is often affected by the different generations so apparent in our organizations today.



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Organizational Cultures that Support Innovation One of the great challenges in continuing to define our organizational cultures according to the various generations that work within this environment is that it does not account for the fact that China, India and other Asian countries are growing rapidly and their innovation engines are driven pre-dominantly by Generation X and Y. He works with leaders and their teams around the world to improve organizational performance by helping them to define their strategic direction, increase leadership performance, create cultures that drive innovation and improve project and quality management.