Ten leaders from specific products and services companies in Detroit, Michigan discovered how the values, ambitions, views, mind-sets, skills, and demographics of the generations in the workplace may be in conflict. Action-learning workshops on the multigenerational characteristics prepared leaders to consider generational characteristics and provide evidence of how generational characteristics helped them form groups. Action-learning workshops delivered information on group models to leaders and helped them understand which group models are most appropriate for the different generational groups in their workplace. Leaders worked together to develop plans for implementing group models to affect conflict between generations in the workforce. Nine of ten participants observed the ability of group models to affect conflict between generations in the workforce and all participants kept a journal to record the experiences. Armed with an understanding of worker satisfaction issues, leaders were able to provide an assessment of worker satisfaction within the leader’s organization. When leaders used group models within their organization, they were able to provide evidence that group models can affect conflict between generations in the workforce and employee satisfaction.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 71/05, Dissertation Abstracts International|
|Keywords:||Action learning, Conflict, Generational conflict, Interventions, Value networks, Workforce|
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