Conflict Across Generations
Generational differences in the workplace have been a point of discussion for decades, but the core tensions often stem from something deeper than age alone.
Consider the case of Golden Books, a well-established children's book publisher.
When Brian Formato joined as an HR manager, the editorial staff was largely composed of veteran employees in their late 50s and 60s, many of whom had dedicated 25 or more years to the company. A corporate acquisition soon followed, bringing in over 200 new hires—primarily recent college graduates eager to make an impact. The new workforce infused fresh ideas and energy, but they also prioritized immediate success over long-term sustainability. This cultural shift led to frustration among seasoned employees, many of whom chose early retirement rather than watch the company they built change overnight.
The result? A workforce brimming with enthusiasm but lacking industry expertise and negotiation skills. Revenues declined, and despite its long-standing history, the company ultimately went bankrupt.
While this example predates today’s Millennial-Boomer debates, it highlights a universal challenge: the ongoing clash between fresh perspectives and experienced wisdom. In 2025, organizations are navigating a workforce spanning four generations—Baby Boomers, Generation X, Millennials, and Generation Z. This mix presents both opportunities and challenges, requiring leaders to bridge gaps in communication, values, and expectations.
Self-Assessment:
Conflict Across Generations
Please take a few moments to contemplate the following self-reflection questions. Where can you identify opportunities for personal growth in your leadership?
1. How do I typically respond to conflict, and does my approach vary depending on the age or generation of the individuals involved?
2. Do I make assumptions about generational preferences or communication styles that may affect how I address conflict?
3. Am I open to feedback from all generations, or do I tend to favor certain perspectives?
4. Do I take the time to understand the values, experiences, and expectations that shape how different generations approach conflict?
5. Do I encourage open dialogue and active listening across generational divides?
6. Have I noticed any generational patterns in how conflict arises or is resolved in my team?
7. Do I balance traditional conflict resolution methods with newer, evolving approaches that may be more effective for younger generations?
8. Do I create space for all voices to be heard equally, ensuring that both younger and older team members feel respected and valued?
Take your time and reflect upon these questions honestly. Going forward, use your responses as a tool to evaluate your ability to navigate generational conflict and uncover areas for growth. Additionally, seeking feedback from others and working with your ECFL Leadership Coach can provide valuable insights into your strengths and areas for improvement.
“All we have is the knowledge passed on to us by our elders, experiences we inculcate and hardly negate. But to bridge the generation gap, one needs to adapt to the new while retaining the goodness of the old.”
Deep within each of us, when a different generation challenges us, we feel threatened by the generational differences they represent. You’ll notice what’s missing there: an actual person. Too often, we attach a generational threat to an individual, creating a bias out of thin air.
For the Baby Boomer encountering a Gen Zer’s natural abilities with technology, there might be a sense of being passed over. On the other side of the coin, the Gen Zer might feel that the Baby Boomer’s traditional ideas about promotion are constraining and “not the future.” Neither of these thoughts causes conflict on their own, but when a disagreement arises, the sense of threat each feels can magnify tensions—distracting everyone from the real issue.
From our individual fears and perspectives, a bias or stereotype can take hold, shaping our thoughts, words, and behaviors. We dig in, building generational silos—barriers that separate us from those in other age groups and reinforce our assumptions. Over time, we may begin to see those from other generations as fundamentally different, rather than as individuals with unique strengths.
When a disagreement arises over something minor, we are often quick to blame generational differences. Instead of viewing it as a routine workplace challenge, we label it as a generational conflict, further deepening our bias.
In reality, what feels like a generational conflict is often just an ordinary conflict, misinterpreted through the lens of generational bias.
“Strength lies in differences, not in similarities.”
Jennifer C. Deal, a senior research scientist at the Center for Creative Leadership, believes that most intergenerational conflicts are actually about power, influence, and recognition:
Younger employees seek visibility and opportunities to prove themselves.
More experienced employees want their knowledge and contributions to be valued.
At every stage, people desire respect, appreciation, and a voice in the organization.
Similarly, Val Grubb, author of Clash of the Generations, warns against over-relying on generational stereotypes. Leaders should avoid placing people into boxes and instead focus on individual motivations, work styles, and aspirations.
The most effective teams are not built on labels but on shared purpose and trust. Rather than allowing biases to dictate our interactions, we must actively seek to understand individual motivations, listen with curiosity, and lead with empathy. When conflict arises, challenge yourself and your team to look beyond generational assumptions and focus on the true source of the issue. By doing so, we create workplaces where every generation—regardless of age—feels valued, heard, and empowered to contribute their best.
While generational differences can impact various aspects of work, we find that conflicts most commonly emerge in four key areas:
Defining Where and When Work Happens
Communication Preferences and Expectations
Collaboration and Meeting Styles
Approaches to Learning and Information Sharing
“Life is no brief candle to me. It is a sort of splendid torch which I have got a hold of for the moment, and I want to make it burn as brightly as possible before handing it on to future generations.”
1. Defining Where and When Work Happens
Language matters. Many senior professionals still talk about “going to work” because, for much of their careers, work was tied to a physical place and a set schedule, often from 8:30 AM to 5 PM. This expectation developed in industries where physical presence was necessary, such as manufacturing or traditional office environments.
Younger generations, however, grew up in a digital-first world, where work is seen as something you do, regardless of location or time. Remote and hybrid work models have further reinforced this mindset. For Gen Z and younger Millennials, flexibility is not a perk but an expectation. They are accustomed to asynchronous work—watching content on demand, working across time zones, and measuring success by output rather than hours.
These different expectations can create tension. Does arriving at 9:30 AM instead of 8:30 AM signal a lack of commitment? Should work be judged by visibility or results? Teams need to clearly define their expectations regarding both time and place, finding ways to balance flexibility with business needs.
2. Communication Preferences and Expectations
It is no surprise that communication styles often cause friction between generations. Younger team members tend to prefer digital-first interactions, such as Slack, Teams, WhatsApp, and other instant messaging tools. They expect quick responses and may feel ignored when their messages go unanswered for hours.
On the other hand, many senior leaders value face-to-face conversations, structured emails, or phone calls. They may view quick digital messages as impersonal or lacking depth. The tools themselves are not the problem; the tension often stems from differing interpretations of responsiveness, urgency, and respect.
Successful teams align their expectations by establishing clear norms:
When is a real-time meeting necessary, and when is an asynchronous update more appropriate?
What is the expected response time for different types of communication?
How can team members ensure that everyone stays informed, regardless of their preferred style?
3. Collaboration and Meeting Styles
Approaches to collaboration also vary by generation. Older employees often favor scheduled meetings with agendas and defined objectives. Younger employees, familiar with real-time messaging and on-the-spot coordination, may prefer spontaneous check-ins or quick virtual discussions.
These contrasting preferences can cause frustration. Senior leaders may view ad-hoc communication as disorganized, while younger team members may see formal scheduling as rigid and inefficient.
Leaders should establish clarity on when structure is necessary and when flexibility works best:
When are formal, scheduled meetings needed?
When is it acceptable to reach out informally for a quick discussion?
How can asynchronous tools like shared documents or recorded updates keep everyone aligned?
How can teams ensure that all voices are heard, regardless of their preferred meeting style?
4. Approaches to Learning and Information Sharing
Learning styles often differ across generations. Senior professionals tend to prefer structured learning, such as training sessions, manuals, and preparation before taking action. Younger employees often lean toward on-demand learning, seeking quick answers through online resources or by asking colleagues in the moment.
These differences can lead to misunderstanding. Leaders may perceive frequent questions as a lack of preparation, while younger employees may see formal training as slow or outdated.
Teams can bridge this gap by embracing different learning styles:
Recognize and respect different learning styles.
Offer a mix of structured training and flexible, self-directed learning resources.
Encourage cross-generational knowledge sharing, allowing experienced employees to pass on their expertise while younger colleagues introduce new tools and approaches.
When conflict arises within your team or peer group, pause and consider whether the situation could be transformed into an opportunity for growth. Conflict, when managed well, can strengthen teams rather than weaken them. The goal is not to eliminate differences but to create an environment where they are addressed with respect, empathy, and a focus on shared success.
Here are some best practices for handling generational conflict effectively:
Assume Positive Intent & Stay Curious: Instead of assuming that conflict stems from resistance or negativity, approach it with curiosity. Ask questions to understand each person’s perspective.
Separate the Person from the Issue: Conflict often escalates when we link behaviors to personal identity. Focus on the problem, not the personality. Keep the discussion centered on the work-related issue at hand.
Foster Psychological Safety: Create an environment where employees feel safe expressing their opinions without fear of judgment or retaliation. When people trust that their voices will be heard, they are more likely to engage in open and honest dialogue.
Address Bias & Stereotypes Proactively: Be mindful of assumptions based on generational, cultural, or experiential differences. Challenge yourself to consider whether bias is shaping your interpretation of others’ actions.
Focus on Interests, Not Positions: Many conflicts arise because people become attached to their stance rather than the underlying needs driving their concerns. Encourage team members to identify their core interests and explore solutions that satisfy everyone’s goals.
Encourage Constructive Dialogue, Not Debate: Productive conversations emphasize understanding, not winning. Set ground rules for discussions: practice active listening, avoid interruptions, and summarize what others have said before responding.
Establish Shared Agreements: Develop team norms that align with collective goals and values. When conflict arises, return to these agreements as a foundation for resolving differences.
Leverage Diverse Strengths: Differences can be an advantage rather than a barrier. Encourage your team to recognize that contrasting perspectives often lead to better decision-making and innovation.
Model the Behavior You Want to See: Leaders set the tone. Demonstrate patience, active listening, and a willingness to adapt based on feedback. Your example will influence how others handle conflict.
When managed with intention, conflict can lead to stronger teams, better ideas, and more meaningful working relationships. It is not about eliminating disagreement—it is about transforming differences into opportunities for collective growth.
Elevate your understanding of Conflict Across Generations by taking flight with the following resources. Use this opportunity to navigate, uncover, and expand the horizons of your leadership influence.
The Psychology Behind Generational Conflict - Smithsonian
How to Manage Intergenerational Conflict in the Workplace
This Is the Real Cause of Generational Conflict at Work, According to Science
How to Talk to Your Dad: Turning Conflict into Conversation - Madeline Poultridge (9:17)