When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work,   ISBN:9780066621074

Customer Rating: 

There are currently 4 generations in the workplace and this book almost completely ignores the 4th and newest on of all - Millenials. It mentions them at the start, but that's about it. Many organizations are currently trying to figure out the newest generation and I thought this book would give insight to that and help us figure out how to have ALL 4 generations work with each other, not just 3. Another thing...it uses the series drama ER as a reference point...I'd prefer some real life work examples rather than use a show I never saw as a reference point. This is not worth the purchase. You can get all their information by just looking it all up on the wiki.

Customer Rating: 

I could not finish reading this book. Boring, without much substance, full of gross stereotypes and generalizations, this is at best an article. Somehow authors managed to stretch it into a book. Way too long, fails to engage the reader. They run courses on this topic, if they talk about the same stuff in the same way, I can imagine what that must be like ... I'd prefer a root canal job, thank you! Pass.

Customer Rating: 

I saw David Stillman speak and was fascinated by his insight on how the generations are struggling to work together. It really gave me a greater understanding of my 20 year old son, what influenced him and where some of his priorities came from. The theories are spot on and the examples are amazing. This is a great read for an open-minded parent who really cares what his/her child is really thinking about. Also helps with understanding and appreciating our parents. Not just about workplace issues, incorporates life experiences and insights.

Customer Rating: 

An excellent and easy read with plenty of real-life examples that demonstrate the writers' experiences while lecturing, mentoring and
consulting with businesses.

Customer Rating: 

Anyone who has managed people from different generations can relate to the notion that different generations prompt people to have different ideas about how the world works. That may be a given, but when it rests on a manager's shoulders to keep the team productive or on course with corporate goals, having insight into the component members' behaviors is a very useful tool. I've managed the generation born during World War Two, Baby Boomers, Generation X, and my kids represent the Millenial generation. Believe me, there are distinct differences.

This book attempts to catagorize generations, not to promote stereotypes and to put people in boxes, but to highlight how common experiences can mold people. True, there are socio-economic differences (I am in the same generation as Caroline Kennedy, but aside from that our experiences are vastly different), but being in the same age group does create bonds among people. Values change over time and those values are what shapes people's ways of thinking.

The manager's job is to manage; to get the work done given the employees at hand. If we could pick our own teams we may not select those people we have on staff, but aside from professional sports teams, most managers can be more or less stuck with what they got. The manager is expected to make the best of things. If the manager can't do this, it's easier for the company to find one who can.

Lancaster and Stillman present an interesting argument in how generations are defined, and what their expectations of careers are. The savvy manager will read a book like this with an open mind and use the information presented herein to learn to work with staff for the mutual benefit of all involved. Of course not all managers are savvy, or even very intelligent. Those who could benefit most from a book like this will probably never read it. But then again not all companies are successful in developing people and market strategies. These companies may not be around to get a second chance at success.

This book is well thought out and well presented. Some of the chapters, such as the chapter on rewarding employees may be a bit off the mark, but that doesn't hurt the overall message coming from this book: understand your staff and learn what makes them tick. Your company will benefit.