When I was 18, I moved from Ohio to Boston, on the US seacoast, to attend MIT. My dietary history until then was typical of the US heartland — I knew much more about beef than seafood. Within two weeks, a fellow freshman, a Bostonian, introduced me to the Fried Clam Dinner.
"Watch out for the soft parts," he warned me. "They're the guts — not good to eat." I followed his advice, and enjoyed the clams. And the french fries, too — but I already knew about them.
Weeks later, I returned to the "clam shack" with another group, along with a different native of Boston, who this time warned me: "Watch out for those long stringy parts," he said. "They're tough, and not very good to eat. Eat the bellies."
And so I learned that you can enjoy every part of the clam. And I have, from that day to this, with no ill effects.
People at work come in a variety of ages. In different organizations, one age group or another might be favored. In some, youth confers status and years can be a liability — opportunities are offered to the young, and their contributions are valued most. In others, years confer status, and youth is a liability.
Valuing people by age can be as silly as avoiding one part or the other of a clam. People of different ages
are different. And those
differences are all valuable.By rejecting or limiting those of the "wrong" age, we hurt both those we reject and the organization, too.
Here are some common stereotypes, and some alternate ways to think about them.
- Older people aren't as committed
- As our lives progress, they can become richer. Work becomes a smaller part of our lives than it was in young adulthood. But with that richness comes perspective that can enhance performance. Commitment becomes a more reasoned choice, especially for those who have previously committed to ill-fated efforts. Experience tempers the passions.
- Younger people are too brash and impulsive
- Since younger people tend to have less invested in the way things are, they're more comfortable with upsetting the status quo, which often needs upsetting. And we're indebted to the many who just didn't know any better than to attempt the impossible — and succeed.
- Older (younger) people don't understand (are hooked on) computers
- Many of us use the computer to divide us — we see different approaches to its use as failings. We believe that older people don't understand email, or that younger people are email addicts. The truth may be otherwise, of course. Some of us try to use email for things it cannot do, while others avoid it even for things it can do. We can all learn from each other.
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More articles on Personal, Team, and Organizational Effectiveness:
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- Rumors about organizational intentions or expectations can depress productivity. Even when they're factually
false, rumors can be so powerful that they sometimes produce the results they predict. How can we manage
- Decisions, Decisions: I
- Most of us have participated in group decision-making. The process can be frustrating and painful, but
it can also be thrilling. What processes do groups use to make decisions? How do we choose the right
process for the job?
- Take Charge of Your Learning
- Many of us let others set our learning agendas — peers, employers, or the mass media. But you
can gain much both personally and professionally by setting your own learning agenda.
- Unnecessary Boring Work: I
- Work can be boring. Some of us must endure the occasional boring task, but for many, everything about
work is boring. It doesn't have to be this way.
- Nine Brainstorming Demotivators: II
- Brainstorming sessions produce output of notoriously variable quality, but understanding what compromises
quality can help elevate it. Here's Part II of a set of nine phenomena that can limit the quality of
contributions to brainstorming sessions.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming February 27: Brainstorming and Speedstorming: II
- Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.
- And on March 6: A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
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