When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work (Paperback)
by Lynne C. Lancaster (Author), David Stillman (Author) "Whenever audiences attend one of our keynote speeches or work , one of the first questions we get asked, "How did you two meet,and how..." (more) 

Editorial Reviews
From Publishers Weekly
Lancaster and Stillman, partners in a consulting firm, tackle a potential conflict in the workplace: disparities in age may lead people to see situations differently. The authors divide the workforce into four categories: Traditionalists, born between 1900 and 1945; Baby Boomers, born 1946 to 1964; Gen-Xers, 1965-1980; and Millennials, born after 1980; these temporal and social demarcations show where conflicts may lie. This book, like the consultants' mission statement, "bridge[s] the gap between generations by helping people look beyond their own perspectives." No matter how well intentioned, this approach ensures a few inherent problems. Stereotyping is a danger when characterizing groups this large, and the authors don't always avoid the trap. Is it really accurate, for example, to say that Millennials are unique in wanting their work to have value? But the bigger problem is that an initial premise is questionable. The authors say, "Finding common ground with members of our own generation at work is relativity easy," but if it were, there wouldn't be a need for diversity training. And as any manager can attest, people can be difficult no matter what their age. Acknowledging that people of various ages see things differently is worthwhile. However, Lancaster and Stillman disappoint in failing to supply specifics for what to do about those differences. Agent, Sandy Dijkstra.

Copyright 2001 Cahners Business Information, Inc.

--This text refers to an out of print or unavailable edition of this title.

From Library Journal
The concept of workplace diversity has come to embrace ethnicity, disability, sexual orientation, and more. Lancaster and Stillman, founding partners of BridgeWorks consulting firm, ask us to consider yet another category: generational differences. The generations they allude to are "Traditionalists" (1900-45), "Baby Boomers" (1946-64), "Generation Xers" (1965-80), and "Millennials" (1981-99), and they are interested in how members of each group interact in contemporary work settings. According to the authors, employee productivity is the key to success in the new economy, and given the difficulties employers have in recruiting, training, motivating, and managing their workforce, understanding multigenerational differences in the workplace could result in success or failure. The authors fully describe each generation and explore the problems each might encounter in work settings. Combining practical, how-to exercises with examples of companies that have used generational differences to their advantage, this is a book every corporate human resources department would want on the bookshelf. Unfortunately, given how the economy has changed recently, it may be something that is largely expendable at this time. Recommended for management collections. Richard Drezen, Washington Post, New York City Bureau
Copyright 2001 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.

Product Details

• Paperback: 384 pages
• Publisher: Collins (March 4, 2003)
• Language: English
• ISBN-10: 0066621070
• ISBN-13: 978-0066621074
• Product Dimensions: 8.1 x 5.3 x 0.9 inches
• Shipping Weight: 1 pounds (View shipping rates and policies)
• Average Customer Review: based on 17 reviews. (Write a review.)
• Amazon.com Sales Rank: #9,877 in Books (See Bestsellers in Books)

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