Cultural Democracy in Cultural Democracy in OrganizationsOrganizations

Rewriting Interpersonal Standards for Management in the Multi-Generational Workforce

The ProblemThe Problem

The core values and beliefs about work and what it means to create value for the people and the company is in jeopardy of falling under cultural unrest. Four generations of workers exist in the workforce and are influenced by the prevailing generation’s values without regard to the gaps in many interpersonal systems.

The RecommendationThe Recommendation

Through suggesting key cross-generational norms, help organizations formulate brand new thinking in their workforce about how cultures together can effect positive advancement.

The MethodThe Method

Focus on creating accords filtered through six paradigms of effective intercultural practice:

• De-Constructing Assumptions• Empathy• Involvement• Avoiding Group Think• Rejecting Insensitive Behavior• Practicing Wisdom First

Lifestyle Behaviors and Lifestyle Behaviors and CharacteristicsCharacteristics

Mixing and Managing Four Generations of Employees - FDU Magazine Online

Workplace CharacteristicsWorkplace Characteristics

Mixing and Managing Four Generations of Employees - FDU Magazine Online

Survey Respondents by Survey Respondents by GenerationGeneration

4%

24%

14%

58%

Baby Boom ersGeneration X

Millenials

Veterans

Dimensions of Workforce Values Dimensions of Workforce Values and Beliefs and Beliefs • Comparative Values – Those values that exist

within the self and the organization to the extent that they can be compared.

• Organizational Culture – To what greater or lesser degree culture affects our performance and perceptions of the company we work for.

• Work Ethic – Measurement of the strength of commitment shared between individual and company and to what degree that commitment affects each.

• Work-Life Balance – The extent of psychological and emotional impact on personal freedom and accountability.

Sample of Results (Sample of Results (Work EthicWork Ethic))

0 2 4 6 8 10 12

Total # Responding

Ques 3

Ques 5

Ques 7

Ques 12

Ques 19

Ques 22

Xer Results on Work Ethic

Total FalseTotal True

0 1 2 3 4 5 6 7

Total # Responding

Ques 3

Ques 5

Ques 7

Ques 12

Ques 19

Ques 22

Echo Results on Work Ethic

Total FalseTotal True

0 5 10 15 20 25 30

Total # Responding

Ques 3

Ques 5

Ques 7

Ques 12

Ques 19

Ques 22

Boomer Results on Work Ethic

Total FalseTotal True

Research OutcomesResearch Outcomes

Results have approved acceptance of the theory that all generations share fundamental needs that motivate the work ethic that has been disputed to be common amongst them. It also makes available the opportunity to present a solid, consensual set of interpersonal norms that form the basis for reengineering attitudes towards working independently and collectively.

De-Constructing Assumptions

Don’t Look, See.• For multicultural equity to

take on organization-wide acceptance, members of each generation must assess their collective beliefs and ask candidly why they exist.

New ParadigmsNew Paradigms

Empathy

Know where your people come from.

• It is a matter of urgency that management remove from their analysis what the workforce is thinking; this is far too superficial a practice, and analyze what the workforce believes to determine to be the best course of action.

New ParadigmsNew Paradigms

Involvement

The answers are on the floor.

• Placing importance on involving all stakeholders in decision making and task outcomes empowers, builds strong interpersonal relationships and facilitates the dismantling of intercultural divisions.

New ParadigmsNew Paradigms

Discouraging Group-Think

Don’t circle the wagons.

• Group Think refers to a one dimensional approach to issues where a dominant culture is given authority by others and decision making is acquiesced by the rest of the group.

New ParadigmsNew Paradigms

Reject Insensitive Behavior

Grow up.• Intercultural

communication is based upon people thinking through words and actions to ensure they do not act inappropriately.

New ParadigmsNew Paradigms

Practice Wisdom First

Be the “Bhudda”you’ve alwayswanted to be.

• Both interpersonal and intergenerational communication is essentially founded on wisdom. Showing maturity of thought and action in dealing with people are stepping stones towards that wisdom.

New ParadigmsNew Paradigms

Organizations that tap into and align Organizations that tap into and align the systems of beliefs and values of the systems of beliefs and values of their entire workforce, and sincerely their entire workforce, and sincerely ask for contributions, processes for ask for contributions, processes for improvement and knowledgeimprovement and knowledge--based based performance and accountability, performance and accountability, ask for success. ask for success.

The Last WordThe Last Word