Bridging The Boomer-Xer Gap

This book starts with the background which says that the workplace is dominated by 2 groups: the baby boomers who are borned in 1945-1962 and the Gen Xers, who are borned in 1963-1982. Slowly, the differences between the 2 groups are mentioned to separate and define these 2 groups of workers. Boomers believe in "live to work" while Xers' motto is "work to live". Boomers believe that if you take care of your employer, he would take care of you. Xers on the other hand see loyalty as a 2-way street, as they observed the jobs of their parents downsized, right-sized, process engineered, rationalised and eliminated. Xers have strong feelings of loyalty to family and friends and see work as a necessary evil. If work can be fun, it can be tolerated. Thus, Xers love technology, speed and continuous change. They want multitask and play video games to relax.

In a recent study, only 25% of employees consider themselves truly committed and plan to stay 2 or more years. 1/3 don't plan to stay that long and a full 39% plan to stay, but only because they are trapped with no other options.

In an experiment with groups of Boomers and Xers to determine if Boomers or Xers are more individualistic, the conclusion was that the Xers are significantly more individualistic AND significantly more team-oriented than the Boomers.

The next big sections are about building successful teams consisting of both Boomers and Xers. Foremost, each team member is encouraged to become more appreciative of how each team members differ from each other. Then, it described a 4 fundamental phases of team building: forming, storming, norming and performing. In forming, it getting the members to know what is their objectives in this team. The team truly becomes a team in storming, where interpersonal conflicts will be at its highest. The norming stage is where true synergy begins. Team members respect each other and discussion focus on issues and not personalities. Team members also seek solutions rather than just talking about what is wrong. Each person is willing to contribute his or her best to achieve team objectives in the performing stage.

The book then continued with supporting teams with coaches and rotating the team members. The Theory of Constraints and the prerequisite tree is then explained to problem solving. IN the prerequisite tree, the 6 steps are:

1) Define the team's goal.
2) List obstacles to implement the goal.
3) Determine intermediate objectives to overcome obstacles.
4) Map the intermediate objectives implementation sequence.
5) Assign intermediate objectives to team members.
6) Execute implementation plan.

Lastly, it ends with how to retain the Xers and how to avoid conflicts. A common difference in thinking is Boomers think Xers don't value hard work and Xers think Boomers are stuck doing things the way they were done 30 years ago. One of the best way is not to compare the 2 generations. Also, focus on rewards and not punishments.

I personally can relate to this book as the differences stated in this book is exactly what I see in my workplace. I feel that the Xers can understand the Boomers but the Boomers does not and does not want to understand the Xers. This is obstructing the growth of the Xers, if any at all.