The importance of working intergenerationally

To address the world’s challenges, we need all of us working together. We need to recognize our blind spots and be *intentionally* inclusive within our organization’s approaches and processes. There are many ways to be more inclusive. Here I want to call attention to the importance of working intergenerationally. Every generation has its strengths (and weaknesses) and at times differing approaches based on their own experiences. This blog post summarizes some of the work I have done on the importance of working intergenerationally and highlights some examples from organizations that have taken this on as a priority.

I have facilitated a number of discussions around multigenerational work. Some key considerations that have come up for multigenerational efforts to be effective include:

Understanding how you approach ‘generations’ – Identify what you mean when you refer to different generations. The concept of a ‘generation’ has become fluid and often differences arise from approaches and not age per se. There can also be ‘organizational generations’ depending on how long one has been in an organization and likely to say ‘but we do it this way….’ when new ideas are suggested.
True dialogue – To be effective, intergenerational discussions have to include listening and learning on the part of representatives of all generations – with younger representatives learning from the experiences of those who may have ‘been at it for awhile’, while representatives of ‘older generations’ displaying a willingness to learn from those younger than themselves. Most of our structures are built around a lecture (or panel) model – there are leaders/instructors and learner/followers. We thus have to be very intentional about changing the paradigm so that our conversations and organizational cultures can be more inclusive. Otherwise we easily fall into a more hierarchical default pattern.
Being inclusive and intersectional – It is often already a challenge for people from different generations to have dialogue grounded in mutual respect and learning, but when other layers of difference are added in, those with less power in society tend to carry less power in the conversation. To be effective we need to name and work through these barriers and ultimately embrace and seek out difference.
Genuine commitment to learn from each other – Too often our learning efforts are in vain or done to ‘check a box’. We must see cross-generational learning as a responsibility and go about it in a way that transcends preconceived notions. Like other types of organizational change, multigenerational dialogue and approaches require structure and practice.
Well-facilitated and engaging – Dialogue doesn’t go far if we are not engaging within a positive environment. Identifying a skilled facilitator (internal or external) and letting them help frame and guide the conversation can be very helpful to enable all participants to be heard and lessons to be drawn out.

Here are some examples of organizations that have been intentional about intergenerational work:

WorldYWCA

As Casey Harden, CEO/General Secretary of the WorldYWCA writes in the forward to The Intergenerational Triangle – a Guide to Shared Leadership: “As one of the longest-standing, intergenerational movements, the YWCA knows the imperative of adaptation and evolution to realize justice for all…This guide has been shaped through global conversations with hundreds of feminist leaders, co-designers, and community voices…This guide offers more than steps or scores. It offers a lens – a way of seeing leadership rooted in co-creation, accountability, and power – sharing.”

The Intergenerational Triangle – a Guide to Shared Leadership

Building Movement project

Writes Sean Thomas-Breitfeld, co-director: The Building Movement Project started exploring generational differences using a race-based lens twenty years ago. [In] “facilitating focus groups around the country with people of color to follow up on the data insights from the 2019 Race to Lead Survey. I was struck by the stories of generational tensions that I heard from both younger staff and leaders from my generation and older. Often, the tensions seemed to be rooted in where people are in the cycles of their life and career….It’s going to take a lot of reflection, listening and discussion to understand how age, positionality and the increased racial consciousness in our sector interact within nonprofit workplaces and our sector.”

Applying a Generational Lens