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:
- How to Reject Expert Opinion: I
- When groups of decision-makers confront complex problems, they sometimes choose not to consult experts
or to reject their advice. How do groups come to make these choices?
- Reactance and Decision-Making
- Some decisions are easy. Some are difficult. Some decisions that we think will be easy turn out to be
very, very difficult. What makes decisions difficult?
- Avoid Having to Reframe Failure
- Yet again, we missed our goal — we were late, we were over budget, or we lost to the competition.
But how can we get something good out of it?
- Heart with Mind
- We say people have "heart" when they continue to pursue a goal despite obstacles that would
discourage almost everyone. We say that people are stubborn when they continue to pursue a goal that
we regard as unachievable. What are our choices when achieving the goal is difficult?
- Meeting Troubles: Culture
- Sometimes meetings are less effective than they might be because of cultural factors that are outside
our awareness. Here are some examples.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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- The Race to the South Pole: Lessons in Leadership
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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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