Generational Cohort Analysis

1857 Words 8 Pages
For my independent research project, I have elected to research how generational differences have effected organizational success in the United States. In order to begin any analysis regarding different generational cohorts, these cohorts must first be defined. However, defining the generational cohorts is more difficult than one might think, as George Masnick discusses in his article for the Harvard Joint Center for Housing Studies (2012). Despite the uncertainties surrounding the cohorts, Masnick defines the Baby Boomer cohort as the generation with birthdates ranging from 1945-64, Generation X (“Baby bust”) as the generation with birthdates from 1965-84, and Generation Y (Millennials or “Eco boom”) as the generation with birthdates from …show more content…
One obvious trait of this generational cohort is their tech savvy approach to life. Millennial’s use of technology, specifically social media, sets them apart from both Baby Boomers and even the more tech savvy Generation X. Millennials are also considered to be more enthusiastic than the previous two generations about their work and values. However, this cohort is consider by the previous two cohorts as being less of a team player, not as hardworking ,and less productive (Giang, …show more content…
However, in practice, this strategy is extremely difficult (if not impossible) to successfully implement due to its impracticality. How are leaders supposed to keep these teams from working with one another, especially if one has expertise in an area the other does not? Leaders also run into groupthink much more commonly using this strategy than the previous strategy. Teams composed of one generational cohort, stereotypically, will share similar values, beliefs, thought processes, and logics. Thus, these teams will likely arrive at consensus sooner and fail to develop alternative strategies that other generational cohorts might develop.
The “silo” strategy fails to provide leaders the possible synergistic effects that the “multigenerational team” strategy does. “By having a multigenerational workforce, employees step out of their comfort zones and begin to collaborate with colleagues from all stages of life. Younger hires, who are less experienced when it comes to being in the “real world,” are often open to mentoring advice from workers with more experience under their belt. On the other hand, younger generations are able to teach older workers how to keep up with ever-advancing technology and evolving social norms.” (Schultz,

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