University of the People

BUS 5211-01 Managing in the Global Economy – AY2024-T1

Written Assignment. Unit 1

Instructor: Dr. Kurry Klingel

12th of September, 2023

Bridging Generational Differences: A Cultural Intelligence Approach

The modern workplace is a mosaic of generations, each with unique perspectives, values, and

communication styles. Effectively managing these intergenerational dynamics is crucial for

organizational success and employee satisfaction. In this essay, we delve into a case study

involving Julia, a confident 26-year-old social work graduate, and her boss, Joanne, who

represents a different generation and management style. We will explore how their beliefs,

values, and cultural intelligence principles come into play, offering suggestions for improving

their intergenerational work dynamic.

Beliefs and Values Shaping Self-Concepts

Julia’s self-concept is deeply rooted in her millennial identity. She values independence and

rapid decision-making (Lardbucket, 2012). Having graduated at the top of her class, she

possesses a strong sense of self-efficacy and confidence in her abilities. She is also highly

motivated and passionate about social justice and social change issues, particularly those

involving poverty and housing (Lardbucket, 2012).

On the other hand, Joanne, a representative of the Baby Boomer generation, brings a wealth of

experience and a different set of values to her role as a manager. She values caution and believes

that time and patience are key in social work. Joanne sees herself as a mentor, drawing from her

past experiences to guide her decisions, emphasizing the importance of avoiding mistakes in this

emotionally demanding field (Lardbucket, 2012).

Suggestions for Working with Different Generations

 Communication: Open and empathetic communication is crucial when working across

generations. Julia and Joanne should engage in a candid dialogue about their

expectations, experiences, and concerns. This can help bridge the generational gap and

foster mutual understanding (Lancaster & Stillman, 2002).

 Mentoring and Reverse Mentoring: In an intergenerational workplace, mentoring

relationships can be highly effective. Joanne can act as a mentor to Julia, offering insights

from her extensive career. Simultaneously, Julia can engage in reverse mentoring, sharing

her fresh perspectives and technological prowess with Joanne. This reciprocal exchange

can benefit both parties (Gursoy et al., 2008).

 Flexibility: Both should be open to adapting their work styles. Joanne can appreciate

Julia’s agility and willingness to embrace change, while Julia can learn from Joanne’s

wisdom and experience. Flexibility is key to successful intergenerational collaboration

(Ng et al., 2010).

Using Cultural Intelligence Principles

To resolve their intercultural situation effectively, Julia and Joanne can apply cultural

intelligence principles:

 Acquire: Joanne should reflect on her past experiences and biases regarding younger

generations. This self-awareness can help her understand how her thinking shapes her

interactions with Julia (Earley & Ang, 2003).

 Build: Seeking a mentor who has experience working with younger professionals can

provide Joanne with valuable insights into their expectations and work styles (Thomas &

Inkson, 2009).

 Contemplate: Joanne can schedule regular feedback sessions with Julia, not just to

evaluate her progress but also to mentor her effectively (Earley & Ang, 2003). These

meetings should be approached with cultural sensitivity, focusing on mutual learning

(Thomas & Inkson, 2009).

 Do: Joanne should assess her own behavior and any preconceived notions that may affect

her perception of Julia’s abilities (Earley & Ang, 2003). Being open to change is vital for

effective intergenerational collaboration (Thomas & Inkson, 2009).

In conclusion, navigating generational differences in the workplace is essential for harmonious

collaboration. Julia and Joanne’s case study highlights the importance of understanding each

other’s beliefs, values, and applying cultural intelligence principles (Earley & Ang, 2003). By

fostering open communication, embracing mentoring relationships, and remaining flexible, they

can bridge the generational gap and create a more inclusive and productive work environment

(Lancaster & Stillman, 2002). It is through such efforts that organizations can harness the

strengths of diverse generations to achieve their goals (Gursoy et al., 2008).

Word Count: 598 words.

 References

1. Earley, P. C., & Ang, S. (2003). Cultural Intelligence: Individual Interactions Across

Cultures. Stanford University Press.

2. Gursoy, D., Chi, C. G., & Lu, L. (2008). Antecedents and outcomes of travelers’

information search behavior. Journal of Travel Research, 47(4), 417-429.

3. Lancaster, L. C., & Stillman, D. (2002). When generations collide: Who they are. Why

they clash. How to solve the generational puzzle at work. HarperCollins.

4. Lardbucket. (2012, December 29). Cultural Intelligence for Leaders (v. 1.0). Retrieved

from https://2012books.lardbucket.org/pdfs/cultural-intelligence-for-leaders.pdf

5. Ng, E. S., Schweitzer, L., & Lyons, S. T. (2010). New generation, great expectations: A

field study of the millennial generation. Journal of Business and Psychology, 25(2), 281-

292.
6. Thomas, D. C., & Inkson, K. (2009). Cultural Intelligence: Living and Working

Globally. Berrett-Koehler Publishers.