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:
- Choices for Widening Choices
- Choosing is easy when you don't have much to choose from. That's one reason why groups sometimes don't
recognize all the possibilities — they're happiest when choosing is easy. When we notice this
happening, what can we do about it?
- Films Not About Project Teams: II
- Here's Part II of a list of films and videos about project teams that weren't necessarily meant to be
about project teams. Most are available to borrow from the public library, and all are great fun.
- Teamwork Myths: Formation
- Much of the conventional wisdom about teams is in the form of over-generalized rules of thumb, or myths.
In this first part of our survey of teamwork myths, we examine two myths about forming teams.
- Symbolic Self-Completion and Projects
- The theory of symbolic self-completion holds that to define themselves, humans sometimes assert indicators
of achievement that either they do not have, or that do not mean what they seem to mean. This behavior
has consequences for managing project-oriented organizations.
- How We Waste Time: II
- We're all pretty good at wasting time. We're also fairly certain we know when we're doing it. But we're
much better at it than we know. Here's Part II of a little catalog of time wasters, emphasizing those
that are outside — or mostly outside — our awareness.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming January 29: Higher-Velocity Problem Definition
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- And on February 5: Unrecognized Bullying: I
- Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions so we don't see bullying as bullying. Available here and by RSS on February 5.
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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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