Senta Čermáková’s lecture will deal with the relations between individual generations, especially with regard to project management. Generation from generation differs from each other, in terms of authority, different degrees of individualism, but also in perception and approach to a wide range of historical events. Some contain more people with a leadership mentality, while others take a much calmer attitude to life.
According to sociologists William Strauss and Neil Howe, an interesting idea is the fact that the characteristics of individual generations alternate at regular intervals, so their behavior and values can be predicted. Strauss and Howe claim that there are four generational archetypes. What does this mean for project management? Assembling generationally diverse teams is the easiest way to achieve diversity. As a rule, people of different ages hold different opinions and values, so they can influence and complement each other. Team critical thinking can be ensured by diversity, and the multigenerational one works reliably.
For Deloitte, generational diversity is part of the company’s DNA and has been emphasized in recent years. The oldest employees mentor the youngest ones, and vice versa, thus applying the principle of so-called reverse marketing. And it is also the principle of all Deloitte communities (KidsXO, TeenXO, SheXO, 3XO) that strengthen civil society, but also the principle of intertwining up to five different generations in joint projects simultaneously.
Differences between generations have also recently become apparent this spring in connection with the so-called coronavirus crisis. Members of different generations reacted to the emergency differently: otherwise they adapted, cooperated to varying degrees, tolerated limitations. Some generational traits have been confirmed, others have proven to be stereotypes that do not always apply. And it is these phenomena that the conclusion of this lecture will address.