Certainly!

Here’s a summary of the main nuggets drawn from the provided extracts, with particular focus on themes relevant to resistance to technological change—including the “21st century Luddites”—and workplace culture in the context of diversity, inclusion, generational differences, and management practices.

---

**Summary: Reasons for Resistance to Technology and Workplace Change (21st-Century Luddites) & Insights on Navigating Workplace Culture**

1.

**Historical Context of Luddite Resistance:**
   The Luddites, early 19th-century English workers, became famous for destroying industrial machinery they believed threatened their jobs and livelihoods.

The legend—symbolized by “Ned Ludd”—reflects a deep fear of being rendered obsolete by new technologies and a sense of being mistreated by employers who imposed change without consultation or concern for workers’ well-being.

**Modern-Day Resistance (“21st-Century Luddites”):**
   Opposition to new technology today often stems from similar roots:
   - **Job Security Fears:** Concerns that automation or new tools will eliminate roles or devalue accumulated skills.

- **Loss of Control and Identity:** Changes imposed without input create alienation and threaten professional identity.

- **Complexity and Lack of Support:** New technologies can seem complicated, especially without adequate training, making employees feel overwhelmed and unsupported.

- **Cultural Disconnect:** A deeply entrenched workplace culture and habits can make change hard.

People may resist when it feels like change is happening “to” them, not “with” them.

**Generational Dynamics:**
   - Older employees may prefer existing ways of working and may not see immediate value in new tools or practices, especially if such changes upset workflows or hierarchical norms.

- Younger generations (e.g., Gen Z) are often more outspoken and may push for change; this can increase friction in multigenerational teams if not handled with respect and open communication.

**Communication and Inclusion are Key:**
   - Encouraging open dialogue (e.g., anonymous feedback forms, idea brainstorms) helps identify real concerns and empowers buy-in.

- Genuine listening and visible appreciation (“Thank you, we see you, and we value you”) foster trust.

**Challenges of Hybrid and Remote Work:**
   - As work patterns change with technology, some employees feel less connected, miss out on mentorship, and struggle with blurred boundaries between work and home life.

- Managers need to recalibrate engagement and support for all team members in this new context.

**Leadership’s Role:**
   - Leaders set cultural tone.

Authenticity, transparency, and ongoing efforts to build diversity, equity, and inclusion (DEI) are crucial.

- Commitment to making changes beneficial for everyone, not just for efficiency or cost-cutting, increases acceptance of tech-driven shifts.

---

**Takeaway:**
Resistance to new technology is often not simply about the tools themselves, but about fears of exclusion, loss, and change imposed without empathy or dialogue.

Building a good rapport with resistant colleagues (or supervisors) involves understanding these deeper drivers, practicing patient communication, and fostering an inclusive culture where all voices are truly heard.

This approach not only eases the adoption of innovation but also leads to a more engaged and effective workplace.

**Summary: Understanding 21st Century Resistance to New Technology ("Modern Luddism")**

- **Background and Historical Parallels:** Historically, Luddites were English workers who destroyed machinery in the 19th century out of fear that their jobs and ways of life were threatened by industrialization.

Today, "Luddite" is used to refer to people resistant to technological change.

- **Societal Factors:**
  - Modern society is characterized by a **lack of clear norms**, making adaptation overwhelming for some; people feel disoriented when traditional structures and values seem eroded.

- There is a rise in **individualism**, where everyone is focused more on personal needs than collective well-being, making change feel isolating and threatening.

- The **pace of life and technological changes** is faster than some can comfortably handle, especially among older generations or those not inclined toward constant learning.

- **Workplace and Generational Aspects:**
  - In corporate environments, **younger generations** (like Gen Z) are seen as flexible and tech-savvy, while older professionals may feel alienated by new methods, tools, and the need to retrain.

- Companies often prefer "green" (inexperienced) employees they can train in the latest systems, which can make established workers feel obsolete or undervalued.

- Traditional roles—once based on stable routines and clear hierarchies—are shifting toward less-defined, more interactive, and constantly changing sets of expectations and skills.

- **Psychological Reasons for Tech Resistance:**
  - Many fear being **left behind or unable to keep up**; frequent change increases anxiety and reduces job security.

- There is a perception that **technology undermines expertise** and experience.

When decision-making is increasingly data-driven or automated, personal contributions may feel less valued.

- **Loss of personal connections**—digital tools can be seen as cold, replacing human interaction with screens and reducing opportunities for meaningful teamwork or mentorship.

- Past negative experiences or **failures with new technology** (e.g., unfinished projects, tools that didn't work as intended) fuel skepticism.

- **Mistrust and misinformation** (e.g., anti-vaccine sentiment) spread more easily when people struggle to interpret complex, technical information without confidence or context.

- **Cultural and Educational Effects:**
  - In some regions or cultures (e.g., the text compares China with slower-adjusting societies), collective attitudes toward authority and innovation differ, shaping openness to change.

- Education systems that have shifted from nurturing and mentorship to "service providers" sometimes leave individuals less prepared for the ambiguity and self-driven learning tech change demands.

- Generational differences also matter: **Millennials and Gen Z** typically report more comfort with change, but can struggle with older colleagues over approaches and values.

- **Addressing Resistance:**
  - Change initiatives should focus on **people’s actual needs and motivations**.

- **Empathy, security, and gradual adaptation** can reduce fear—building rapport by recognizing concerns, providing adequate training, and maintaining opportunities for meaningful contribution.

- Encouraging **open communication** about problems and providing support networks builds trust and adaptability within teams.

**In summary:** 21st century Luddites are often motivated by fear of job loss, alienation, loss of meaning, rapid change, poor past experiences, information overload, eroding norms, and generational divides.

Addressing their concerns through empathy, support, and valuing their experience can smooth transitions and foster a positive workplace climate.

**Summary: Reasons for Resistance to New Technology in the 21st Century ("Modern Luddites")**

The provided extracts offer nuanced viewpoints on why employees, particularly those with longer tenure or in senior positions, may be resistant to new technologies in the workplace.

Here are the key points synthesized from the text:

### 1.

**Generational and Experience Gaps**
- **Career Adolescence:** Workers in the ‘functional adolescence’ phase (5–10 years in a job) may feel a need to prove themselves, show off, or play solo.

Introducing new technology can be seen as a threat to their status or way to compete, causing resistance.

- **Routine and Skill Stagnation:** Some employees, despite many years on the job, admit to a lack of accumulated meaningful experience, having done routine work that did not enhance their actual skills.

Technology can highlight these deficiencies, triggering insecurity or fear of exposure.

### 2.

**Hierarchical and Authoritarian Workplace Culture**
- **Power Dynamics:** Some managers or seniors work in environments where authority and obedience are valued above collaboration or innovation.

New technologies often level the field, threatening established hierarchies and their sense of control.

- **Reluctance to Cede Power:** Leaders used to being ‘the law’ may see technological changes, particularly those that empower juniors or democratize decision-making, as challenges to their authority.

### 3.

**Psychosocial and Emotional Factors**
- **Loss of Normativity:** The loss of clear, stable norms in the workplace can make the introduction of new systems or tools particularly destabilizing for those seeking predictability and order.

- **Ego and Self-Perception:** Egoism and self-centered attitudes can make people less receptive to learning from others or accepting tools that might level the playing field or expose their shortcomings.

- **Job Insecurity:** As with the historical Luddites, there's a fear that technology will render roles redundant or threaten job stability.

### 4.

**Communication Barriers**
- **Disruption of Established Forms of Communication:** For example, using noise-cancelling headsets may hinder communication between junior and senior staff, breeding annoyance or misunderstandings.

- **Preference for Traditional Methods:** Some seniors may distrust digital or remote forms of communication, preferring in-person, immediate exchanges.

### 5.

**Resistance as Self-defense**
- **Avoiding Unfamiliarity:** Comfort with the status quo makes some wary of new tools they must learn, especially if they feel those tools serve younger colleagues better.

- **Self-preservation within Office "Battlefields":** A history of tense, competitive, or even oppressive office cultures fosters defensiveness, making change seem like a further existential threat.

### 6.

Certainly!

Certainly!

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Diversity and inclusion: 7 best practices for changing your culture

Diversity and inclusion: 7 best practices for changing your culture

A team that’s diverse and inclusive leads to better outcomes in all areas of business: from recruitment and retention to product development. Here’s how to tune your D&I efforts so they work.

Diversity and inclusion (D&I) have become necessary missions for most businesses.

Research has long shown that diverse teams are more productive, more engaged, and the companies that create them are more profitable.

Despite the requisite commitment and knowledge, however, creating a truly diverse and inclusive workforce takes much more than locating and tapping a diverse hiring pipeline.

According to a recent study in the Harvard Business Review (HBR), organisations of all sizes have made unprecedented investments around diversity, equity, and inclusion (DEI) in the past few years.

That same report, though, found that those efforts are not finding the level of success companies had hoped for. Much of the disappointment is not with recruitment, however. It’s with employee retention.

“In a lot of organisations, especially in tech organisations, you get a revolving door,” says Stuart McCalla, managing partner at Evolution. “People come in and then they leave.”

That’s expensive and frustrating for everyone involved.

CIO.com spoke to DEI leaders and experts to uncover the best practices for building diverse teams and a culture that nurtures those teams and individuals to stop the churn and get closer to the organisation’s overall D&I goals.

1. Set measurable goals and then measure them

“One of the most important aspects of creating inclusive organisations is about measurement,” says McCalla. “Numbers don’t lie.”

You can’t really know how well you are doing at building the inclusive environment you want if you don’t set goals and measure your progress against them.

Yet, according to the HBR study, 60 per cent of companies report that they have a DEI strategy but gender representation goals (26%) and race representation goals (16%) are infrequently part of it.

These are not recruitment goals. They are representation goals.

Maybe you hired a diverse team for entry-level positions. But where are they now? Did they get promoted and build diversity in your management team? Or did they leave because there was no opportunity for advancement, the company culture didn’t make them feel welcome, or there was bias that’s invisible to your management team but crystal clear to them?

You can use data to identify these issues and prioritise where you need to implement programs, offer training, and focus your efforts.

“If you examine the average tenure of an underrepresented group and discover that it’s less than a year or two, aggregate the exit interview data for that group,” explains McCalla.

“If 35% of those folks say they left for a better opportunity, 45% say they were unable to progress in their career, and 20% say their manager didn’t understand their experience, what should you focus on?”

Knowing your goals and how you are performing against those goals gives you a workable plan for improving what needs attention.

The HBR study found that companies do collect this sort of data, but it is underutilised.

Most companies collect gender data (90%) and ethnicity data (88%). But when it comes to attrition, only 52% of those companies analyse the data by gender and less than half (40%) look at it through the lens of race and ethnicity. And when it comes to tracking who gets promoted? The numbers drop again.

2. Fix your inclusion problems before you recruit

“The intention has to be there,” says Luan Lam, chief people officer at Harness.io. Like many D&I experts, Lam is a strong advocate of starting a company with a DEI plan already in place, setting the tone for every hire past the founders.

“If you set your intention from the beginning, it builds a framework you can fine-tune as you go along,” he says. In this way, DEI isn’t an afterthought, added during a crisis. It is baked into everything from office design to hiring to pay to processes.

“That way, there isn’t a lot of cleaning up to do. You set your intention. You put a plan in place. And you execute against that plan,” he says.

That’s great advice for startups. But if your company is not a startup, it is still important to fix your culture before you recruit. You can’t hope that, somehow, the new hires — simply through their presence — will repair your company culture from within.

“Internally organised inclusion efforts often fall informally on people from diverse backgrounds,” explains Cassandra Shapiro, global head of DEI at Reaktor.

“That is extra labor for people who are already facing unequal opportunities or barriers that are invisible to people from the majority. So, to have to create inclusion for people that come in after them is additional work. If organisations don’t find a way to formalise inclusion efforts before they start bringing in more people, people from marginalised backgrounds will not be interested in shouldering that burden and will leave.”

Recruiting a team without assuring that they will be included by your culture is a waste of your resources and efforts.

“When people find an excellent position, interview, join, and realise the culture is not making space for them, it is a monumental waste of effort — on both sides,” says Shapiro.

3. Encourage people to tell their story

A great place to start on this journey is to create forums — Slack groups, employee resource groups, events, and educational opportunities — that establish environments where people can tell their stories.

“If we encourage safe forums for speaking up, we can create a sensitive and mature approach to discussing injustice,” says Nichelle Grant, head of diversity, equity, and inclusion at Siemens USA. “We can create a dialogue that strengthens our organisational culture and builds a more resilient organisation as a whole.”

This can be simple to implement and powerful: Invite experts to speak about topics around equity or that throw a spotlight on diverse experiences. Create forums where people can tell their own story and where people are encouraged to listen and respond.

“When you share stories, people automatically sit up and listen,” explains Shapiro. “They find a way to connect their own stories and their own experiences with the stories and experiences you’re sharing. At Reaktor we have open DEI meetings that end up as storytelling sessions. We also do education sessions when there are topics people want to talk about.”

For example, explains Shapiro, “We found an expert on neurodiversity and asked him to speak. The purpose was to educate us on the basics of neurodiversity. But there was also a question-and-answer session where people were buzzing, typing in lots of questions.”

That level of interest and curiosity led to Reaktor employees starting a dedicated Slack channel for neurodiversity matters, a safe space for neurodivergent people and advocates to come together. “That is a rich and active place now,” she says.

Creating these channels of inclusion are important for the people who are already there, but they also go a long way towards creating a place that is welcoming to new team members.

4. Make leaders accountable to your DEI goals

Managers have an outsized influence on the experience of people on their team so it’s important that they hear these stories around diversity and inclusion, too.

Unfortunately, leaders are often the last to hear from discontent team members, especially if they are seen as the problem. Leaders are gatekeepers for promotion, so when they make decisions that are influenced by unconscious bias, it has a ripple effect on the culture.

The HBR story found that for DEI goals to succeed, executives and leaders must be held accountable to them.

Yet most DEI plans don’t do this. Only 28% of companies hold C-suite executives accountable for progress against the DEI strategy, 23% for pay equity, 12% for gender diversity, and 5% for racial and ethnic diversity.

A mere 7% of companies hold execs accountable for gender diversity in promotions, and 5% are accountable for racial and ethnic diversity in promotions.

Having a clear process and stated criteria for advancement, too, according to a report from Culture Amp, can move responsibility and decision-making power away from managers so employees believe that bias will not stand between them and opportunities.

“One thing that has been successful for us is to work with leaders and get them ready to hear things that don’t match their current beliefs,” says McCalla.

“It can be hard for skilled, competent, successful leaders who have been around to accept the understanding of systemic oppression – how different identities work. It is hard, especially for those leaders. It is an extra layer of complexity and yet this is the leadership skill for the 21st century.”

John Marcante, CIO-in-residence at Deloitte, experienced how hard it is to see the world through a lens that is not your own at an employer-hosted diversity and inclusion event when he was the CIO at Vanguard.

“I sat next to a Black executive, and we started sharing stories,” he says. “At the time, my son was learning to drive. We got into a conversation about the stories Black parents tell their sons — especially about keeping their hands on the wheel and not reaching for the glove compartment — as an officer approaches the car. I’ve never taught my son anything like that. It hit me so hard. That was my first understanding that life is very different.”

And understanding how different the lens is for underrepresented groups is a great start. No one can be passionate and engaged in solving a problem they can’t see.

“I think about this as building a practice where I am weaving in behaviors and actions with intention into everything I do, so that it’s part of my job,” explains Libby Maurer, vice president of user experience at HubSpot. “If we’re not doing that, this is just an extra thing on your checklist that doesn’t yield an inclusive environment.”

5. Create ways for people to say what’s wrong

People who experience bias are often hesitant to tell leaders what’s wrong. Overcoming the feeling that nothing will be done about it, that there will be backlash against them, and that speaking up is dangerous to their career is an integral part of living life as an underrepresented group.

“Finding avenues for people to speak directly to you while removing any potential backlash that they might feel is so important,” says Shapiro.

Even something as simple as an anonymous Google form where people can say what’s going on can help. Even better? Solicit feedback through anonymous surveys and feedback tools so that you aren’t waiting for someone to experience extreme dissatisfaction before they find the courage to speak.

“We have many listening posts and feedback channels to listen for inclusion issues, lack of inclusion, and a lack of safe environment,” says Maurer. Without those sorts of listening posts, and even perhaps with them, you will rely heavily on exit interviews to course correct your efforts.

Solicit feedback in those exit interviews and encourage exiting employees to be candid and you will get better data to measure against your goals, change your culture or leaders, expand DEI programs, and clarify systems around pay, equity, and advancement.

“We have an entire system when folks decide to leave,” says Maurer. “So, we can get deep into the drivers for why they made that decision.”

6. Examine the rules and assumption that define your culture

Because life is so different for different slices of the population, it’s important to examine policies and cultural norms that enforce one culture while excluding others.

If you have a dress code, ban things like tattoos or piercings, or require people to come to the office at specific times, you may be excluding members of underrepresented communities that you want to hire or be preventing them from bringing their entire self to work, which makes for an exhausting workplace for them.

“How can you encourage people to be authentic if you’re not allowing them to show off their tattoos or piercings and things like that?” asks Adriana Gascoigne, founder and CEO at Girls in Tech.

“Do you enable people to be themselves when it comes to their thoughts and feelings? Do you encourage them to generate ideas and come to brainstorms and say what they feel? That is all part of being authentic.”

Most people from underrepresented groups can tell stories about having to change, or hide, who they are to survive or be considered for opportunities and advancement.

“Starting my career at a high-profile social networking company, back in 2008 and 2009, I would go into something I called man mode,” says Gascoigne. “I was climbing the ladder, surrounded by men. The only way I could be respected was if I wore pantsuits, talked in a lower voice, didn’t say anything funny, and was very curt. I had to have lots of slides with numbers and stats. This is very different than who I am as a person.”

Women who fight through that bias to find success are often asked to start all over if they have a child and return to a workplace where maternal bias, the assumption that they are less committed because they are mothers, is rampant.

Overall, women leave the workforce — especially those in leadership roles — in much higher numbers than men. If your data shows a high attrition rate for women, those women know why they are leaving.

“I’ll guarantee you they know why,” says McCalla, as do all underrepresented people who leave. “Maybe you should listen to that why?”

7. Give the DEI leader a seat at the table

In the past five years, there has been a 71% increase worldwide in all DEI roles, according to LinkedIn data.

But the HBR study found that work still needs to be done when it comes to listening to the DEI team.

It found that 58% of companies have a budget dedicated to DEI but only 21% have a senior role dedicated to this effort. Only 9% have a DEI leader who sits at the same level as other executives. And only 12% of those DEI leaders have a team working for them.

The Culture Amp report found that only 34% of DEI leaders reported that they had adequate resources.

Often the DEI role is part of the HR team or an independent person with little say or resources. Empower your diversity people, listen to them, and give them people to help execute against their plan.

That will give your DEI effort, according to a recent Time report, “an enterprise-wide mindset and a seat at the decision-making table.”

“Companies can’t just talk about their mission around diversity, equity, and inclusion,” says Marcante. “We have to be adamant about getting the message out that we are committed to diversity — at all levels of the company.

"We are committed to transparency and equal pay. Actions matter, too. Are the senior leaders sponsoring employee resource groups and diverse talent? Does the diverse talent in the organisation get access to senior leaders? How diverse is your senior leadership team? That’s the only way we change this.”

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Here’s a summary of the main nuggets drawn from the provided extracts, with particular focus on themes relevant to resistance to technological change—including the “21st century Luddites”—and workplace culture in the context of diversity, inclusion, generational differences, and management practices.

---

**Summary: Reasons for Resistance to Technology and Workplace Change (21st-Century Luddites) & Insights on Navigating Workplace Culture**

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Gen Z is sick and tired of their jobs

Young workers are now as disengaged as burned-out boomers

HOMEPAGE

Young workers may not possess the experience or wisdom of their older colleagues. But they've always had one advantage in the workplace: their enthusiasm. Unattached and kid-free, they're willing to burn the midnight oil. They have yet to grow bored or disgruntled. They're full of hopes and dreams — and the naivete to drink the company Kool-Aid. That's why they've traditionally been more involved in and excited about their jobs than their graying counterparts.

But since the pandemic hit, there's been a startling shift. From 2019 to 2022, according to Gallup surveys, the share of people under 35 who reported being engaged with their jobs dropped from 37% to 33% — the lowest level since 2011. At the same time, the share who reported being "actively disengaged" rose to 17% from 12%. This rise in workplace disenchantment has been so powerful that it has virtually eliminated the old-young engagement gap. Gen Zers and young millennials, in other words, have soured on work just as much as everyone else.

This is very bad for companies. Low engagement is linked to higher job turnover and reduced profits; Gallup estimates it costs the global economy $7.8 trillion a year in lost productivity. It's also bad for young workers. If they were simply stepping away from their jobs and finding fulfillment elsewhere, that might be OK. But it's far deeper than that.

If you drill down on the specific components of engagement measured by Gallup, you find that workers in their 20s and early 30s report a plummeting sense of:

      • feeling cared about
      • having someone who encourages their development
      • having opportunities to learn and grow
      • having a best friend at work
      • believing that their opinions count

All of this points to a single, troubling conclusion: Something about today's workplace is failing our youngest workers.

Why? No one knows for sure. But I have a few hypotheses — and a few ideas about what companies can do better, for both their young staffers and their own bottom lines. "If employees aren't engaged, there is likely something about the way their work is designed that's not optimal," says Caitlin Duffy, a research director at Gartner, a consulting firm. "If you can optimize that, then you'll be unlocking all of their potential — as opposed to constraining it by legacy assumptions or processes or things that just don't fit anymore."

First, the factors contributing to the growing workplace disgruntlement of younger generations:

1. Work from home

Jim Harter, the chief scientist for Gallup's workplace-management practice, thinks a big factor is the pandemic-era shift to remote and hybrid work. We might think of Gen Z as the most flexible generation, but as I reported last year, they're actually the least likely to prefer a fully remote schedule. Only 24% of those in their 20s want to work from home all full time, compared with 41% of those in their 50s and early 60s. Which makes sense: People straight out of school typically depend on work for their social lives more than older workers, and they want and need more mentorship and guidance from their managers and more-experienced colleagues. But as the five components I cited earlier indicate, young workers aren't getting that as much from remote and hybrid work. And as a result, work has gotten less fun and less educational for them.

2. The Slack effect

A lot of the tips I picked up as a cub reporter didn't come from formal instruction. It was often accidental, like when I overheard the older reporters sitting next to me debate the newsworthiness of their scoops with their editors. In a remote world, those opportunities have begun to disappear, as face-to-face conversations (which allow for educational eavesdropping) are replaced by Slack messages (which don't).

But the problem runs even deeper than that. In one study, researchers examined the effects of a hybrid schedule at a large company in China that randomly divided its staff into two groups: one that had the option to work from home twice a week, and another that had to come into the office all the time. In the hybrid group, the researchers found, workers sent more messages than their full-time office counterparts — even on days they were actually in the office. Once you start using digital messaging tools, as the pandemic forced so many of us to do, it becomes the preferred way of communicating, even when you're back in the office. We're all Slacking coworkers who sit 5 feet away, instead of going over to talk to them — and that's making it harder for early-career employees to learn by osmosis, even in an office.

3. Unclear norms and expectations

Something else that workers used to pick up informally were the norms and expectations that make up a company's culture. That's much harder to do in remote and hybrid settings, making the experience of joining a new organization more stressful for everyone. And the uncertainty is extra tough for those coming straight out of school, with little knowledge of any professional workplace. When Gartner asked people what was preventing them from going into the office, Gen Zers were more likely than other generations to cite social anxiety.

"It's understandable because in a hybrid world, they can't observe the norms that govern how other employees operate in that shared office space," Duffy says. "Not knowing the norms for the workplace, in terms of conduct or getting work done, can lead to increased anxiety. It also can lead to employees spending time on how to do the work, instead of doing the work itself."

4. Post-pandemic stress disorder

COVID was tough on all of us, but the forced isolation of the pandemic was especially harmful for young people. In June 2021, a McKinsey survey found, Gen Zers were 1.5 times as likely as the average respondent to say they were depressed or anxious. And the stresses of the pandemic come on top of a mental-health crisis among young people that predated COVID.

"I think people are trying to sweep the pandemic under the rug, but what we've all been through has consequences," says Lindsey Pollak, a consultant who is the author of "The Remix: How to Lead and Succeed in the Multigenerational Workplace." "People who had their education or the beginning of their career disrupted, it's going to take a while for them to recover from that."

So how do companies fix this? It's clear that CEOs across the US are aware of the problem. But many of them have resorted to a truly dumb solution: requiring everyone to return to the office. JPMorgan has been enforcing office attendance via badge swipes, and Meta accompanied its recent announcement of 10,000 layoffs with a thinly veiled threat that employees should "find more opportunities to work with your colleagues in person." Both companies cite their young employees as a primary motivation for getting everyone back to their cubicles.

Ironically, though, experts say that forcing young workers to return to the office will only make things worse. Data from Gartner suggests companies that make office attendance optional have a 10% higher engagement rate among Gen Zers than those that require it. And 65% say that their willingness to stay in their jobs hinges partly on whether they can work flexibly. Gallup has also seen some of the biggest drops in engagement among employees who are required to come into the office even though their jobs can be performed remotely. Remote work might pose challenges for young workers, but many of them still prefer a hybrid schedule of their own choosing — and stripping them of that option isn't exactly a recipe for boosting engagement.

"Rigid return-to-office requirements are a big mistake," says Duffy, the Gartner researcher. "We tend to see that actually decreases performance and intent to stay and increases fatigue."

So how can companies raise the engagement of their youngest employees? Here are four suggestions, based on my conversations with the experts:

1. Make coming into the office worthwhile

When it comes to engagement, carrots work better than sticks. The fact that so many people aren't going in to the office says more about the office than it does about them. To boost attendance, companies need to improve the office experience. Reorganize the workplace to create more space for people to collaborate and socialize. Organize more happy hours. Pay for parking and subway fares. Allow people to arrive later, and leave earlier, to avoid rush-hour commutes. In short, inspire people of all ages to work in the office because they actually want to — and help facilitate the social interactions and mentorship that young people are otherwise missing.

2. Spell everything out

Remember that thing about work from home making it harder to pick up on workplace norms and expectations? There's a pretty simple solution to that: Spell them out. When is it OK to decline a meeting invitation? Are you expected to respond to emails on a Saturday night? How polished does a first draft of a memo need to be? Pollak, the consultant, told me about a client who complained that their Gen Z employees were "abusing" the company's vacation policy. When Pollak asked what the policy was, the client said it was to take "a reasonable amount" of time off. In a workplace composed only of old white men, that kind of ambiguity might fly — but not in one with a mix of generations (as well as genders and races and cultural backgrounds) who have different interpretations of what "reasonable" means. "You can't make those assumptions anymore," Pollak says. "It's about clarity and avoiding assumptions."

3. Meaningful 1:1s

Harter, the Gallup researcher, has his own advice for companies: Nurture better managers. As I recently reported, many businesses are running in the opposite direction, getting rid of their middle managers. But these are the very people who can help young workers feel more seen and motivated in their jobs. Sure, the transition to remote and hybrid work has obliterated the old method of management — bumping into employees by the coffee machine and asking about their weekend. But even from a distance, it's still possible for managers to learn what motivates their employees, stay in tune with their ups and downs, and step in early when they start to struggle. Managers just have to be intentional about it — setting up weekly one-on-ones — instead of depending on accidental run-ins at the office. The low engagement of young employees isn't so much about remote work as it is about "how managers are managing them in this new world of work," Harter says. "Whether managers give employees meaningful feedback once a week has multiples more importance than where people are sitting."

4. Give employees a say

I'm generally skeptical of generational differences, but one thing that's struck me about my Gen Z colleagues is how outspoken they are compared with the way I was in my early 20s. (I'm 36, which, for the purposes of this story, makes me old.) Pollak ascribes this to Gen Z growing up with social media. "They're more self-empowered to have a voice," she says. In the old days, she continues, "you would've had to write a letter to the editor or an op-ed to have a national or global voice — now you just have to send a tweet." Companies would do well to keep that in mind, creating opportunities for employees — especially younger ones — to voice their opinions, ask questions, and provide input on all aspects of the business. Senior executives should host frequent all-hands meetings, and HR departments should conduct regular employee surveys. The catch is, executives actually have to listen to the feedback, answer the questions, and take action as a result. Otherwise it's just for show, and engagement will continue to suffer.

I imagine that CEOs, most of whom are baby boomers and Gen Xers, might lodge two objections to my suggestions. The first is: We can't just favor Gen Z.

I'm not suggesting that managers record TikTok dances or use more emojis. (Just to spell out the cultural expectations here: please don't.) My suggestions are targeted to shore up engagement among young workers, but they'd actually be good for everyone. Spelling out workplace norms, for instance, wouldn't just help befuddled 22-year-olds but would also help all the women and people of color and recent immigrants who are currently forced to guess the unwritten rules — and then second-guess those guesses when they don't get the results they hoped.

The second objection I can imagine is: Well, that's a lot of work. Which is true — doing all these things right isn't easy. It's hard for a big, entrenched company to change its ways. So far, though, executives are mostly reverting to their tired old playbooks, like forcing their staff to come back to the office. And when that hasn't worked, they complain that young people are lazy and don't want to work anymore.

They can't see that what worked before just won't work today. The plummeting engagement among young workers, traditionally the most enthusiastic and energetic, is a cry for help — a sign that employers need to find new ways to involve, motivate, mentor, and inspire a new generation of employees. If CEOs are unwilling to do the hard work of adapting their organizations to the new world shaped by the pandemic, it's not their Gen Z and millennial staff who are lazy — it's them.

Aki Ito is a senior correspondent at Insider.

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**Historical Context of Luddite Resistance:**
   The Luddites, early 19th-century English workers, became famous for destroying industrial machinery they believed threatened their jobs and livelihoods.

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Content: Brian Merchant, author: “Luddites are more dangerous to the rich than Robin Hood”

The Luddites have been a great historical resource. Any showy enemy of anything that looked like technological progress has been called a Luddite. Today with generative artificial intelligence and its critics, the word has been revived. The author and journalist Brian Merchant (Iowa City, USA, 1983) saw it coming and has written a book that reviews the Luddite revolt in England at the beginning of the 19th century and its similarities with current technologies: Blood in the Machine (Blood in the Machine, currently without a planned edition in Spanish) thus explores the origins of the current revolt against big technology.

Although the book has appeared in the midst of the AI hype, Merchant began his research a decade ago: “Uber was growing and it was beginning to be seen that it was having a hard impact on taxi drivers, I heard the term Luddite from the pro-Uber sector and wrote an article titled You don't understand anything about Luddites”. Now in his book he remembers that the Luddite revolt was a labor struggle, not anti-technology, at a time when unions were prohibited. In a conversation with EL PAÍS from his residence in Los Angeles, Merchant clarifies the historical impact of the Luddites and the possible similar struggles that are being played today in Silicon Valley.

1. The Luddites were not against progress

The labor revolt over the loss of rights was more important than the destruction of textile machines: “The biggest mistake about the Luddites is to say that they were against technology and progress,” says Merchant. “They were against certain technologies because they recognized the way in which they were going to be used in their context against them as workers. It was a labor movement, against poverty, not anti-technology. The British Government began to mold them in this way almost immediately, it was keen to mock the Luddites and present the argument that they were against progress. It is very similar to how today people in positions of power in technology companies accuse those who complain about poor working conditions. It's the same story for 200 years.”

The book quotes a phrase from historian Eric Hobsbawm that explains this stage: “It was collective bargaining through riots.” According to Merchant, this tactic in a workers' struggle was very powerful for two reasons: “First, it was symbolic because everyone understood that what they were destroying was not just a machine. It was also the specific machine used to transfer wealth from the workers to the employer. Second, it was useful because they destroyed the equipment that businessmen needed.”

2. Why Robin Hood is better accepted than Ned Ludd

Ned Ludd was a legendary character. No one knows for sure if he existed. It was the legend of a teenager who would have broken the first machines at the beginning of the Industrial Revolution. In 1811, rebellious workers used his legendary name to sign letters and further scare: “Ludd probably never existed. But the incarnation of it would become a mascot, an organizational tool, a wink: a powerful 19th-century meme,” Merchant writes.

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Ludd lived near Nottingham (United Kingdom), like another legendary figure who has been better treated by history. There must be a reason, says Merchant: “The Luddites organized a popular and powerful rebellion. People wrote popular songs about them. They were like Robin Hood. But it is interesting that Robin Hood has endured as a positive light, while the Luddites have not. He suggests that the myth of Ned Ludd is in some ways more dangerous to the elites and the wealthy than that of Robin Hood, which is a little more nebulous and open. The Luddites say: go ahead and break the machines of your oppression. Robin Hood says: steal from the rich and give to the poor. “I think that’s a little more tolerable.”

3. How are they similar to today's problems?

The background of the book is that the history of the Luddites is similar to what happens today in Silicon Valley, where a small group of corporations dominate new technologies. “The way technologies are developed has basically not changed. You have a handful of people with access to enough capital or political influence to be able to build a factory and use automation technologies. “Back then, the most aggressive owners didn’t ask anyone how to find a way to make this a win-win.”

Merchant has received criticism for equating the great businessmen of 19th century England with 21st century America. But there are details that he does not see that far away: “The technology development process is in some ways even more undemocratic today than then. There is this immense pool of capital available to Silicon Valley innovators through venture capital. Uber wasn't profitable for 10 years, but they had access to that capital. Did anyone really like that? Did it work for workers and delivery people? Nothing mattered, they just had more money and moved on.”

See also  Just the mystery

The legend—symbolized by “Ned Ludd”—reflects a deep fear of being rendered obsolete by new technologies and a sense of being mistreated by employers who imposed change without consultation or concern for workers’ well-being.

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Rekindling Trust In Post-Pandemic Leadership

Michael McFall is the co-Founder and co-CEO of BIGGBY COFFEE as well as author of the Inc. Original books GRIND and GROW.

As leaders navigated their companies through the challenges of a global pandemic, pivoting to accommodate a red-hot consumer economy and then recalibrating for an ever-allusive "new normal," something surprising happened: They lost the room.

This is supported by a recent Gallup survey, which found that only 21% of U.S. employees say they "'strongly agree' that they trust the leadership of their organization." It seems that after leading the charge into their companies' post-pandemic future, many business leaders are looking behind them and finding few followers.

As Gallup explains, "Trust begins to build when employees feel inspired by senior leaders and see strategic actions leading to business success." However, as companies cut costs, embrace new priorities and reconfigure their teams, many employees feel their leaders are neither inspiring nor strategic.

This may help explain why more than half of employees are disengaged at work and 42% are looking for new job opportunities.

Put bluntly, trust is a foundational component of effective leadership, and bosses or supervisors who haven’t earned their teams’ trust are leaders in name only. Addressing this challenge requires decisive action, and I believe it’s imperative to creating sustainable, thriving organizations at every level.

Steps To Restoring Trust

I believe that repairing the damage should be an urgent priority for leaders at every level, in companies big and small. Here are three steps to begin restoring trust in your leadership today.

1. Establish Your Core Values

Trust within an organization stems from the establishment of and adherence to core values. These values serve as the guideposts that shape the behaviors and interactions within a team. When an individual joins a team, understanding these core values helps them recognize the team's priorities and behavioral guidelines.

As a leader, it is crucial to exemplify these core values consistently. Failure to live by the set values can lead to a credibility gap, and your team can perceive a disconnect between what is professed and what is practiced. This can erode the trust your team members have in you and in the organization.

Every company can have its own set of core values, but example traits with broad application include:

• Openness

• Respect

• Compassion

• Accountability

• Integrity

• Teamwork.

Core values serve as the team’s North Star, informing actions and stipulating standards in any scenario.

2. Expect People To Be Themselves

Establishing an environment that encourages authenticity is critical for the well-being and productivity of a team. This means creating a space where team members are free to express not only their best, but also their less favorable traits, and making them feel comfortable enough to bring their whole selves into the interaction.

This inclusivity necessitates a supportive leadership approach that fosters an atmosphere of trust and safety, allowing individuals to operate in their true essence.

In unhealthy organizational structures, employees often find themselves investing significant amounts of time and energy deciphering their role within the team, figuring out team dynamics and trying to interpret the expectations of their superiors.

This constant self-adjustment and evaluation, the equivalent of constantly trying to solve a complex puzzle while performing professional tasks at a high level, can take away from their ability to focus on the challenges at hand and problem-solving.

In contrast, removing identity-based stressors allows people to focus on tasks, fostering improved productivity and more meaningful professional and cultural outcomes.

3. Create A Culture That Accepts Different Perspectives

In an increasingly polarized and reactionary cultural and business environment where even a marketing campaign can create an intense cultural backlash, people are often afraid to bring their authentic selves to work.

One employee survey found that 64% of people are "fearful of being authentic around others in the workplace," with 70% saying they "adopt an entirely different personality when they’re at work." This is a serious challenge for today’s leaders. When people feel they can’t bring their authentic selves to the office, I find that mistrust is a natural next step.

In reality, biases, or the viewpoints and preferences that collectively comprise our authentic selves, are natural and ubiquitous. Everyone has biases forged from their preferences, experiences and expectations.

Bias is perhaps better understood as perspective, and I believe that accepting people’s biases as part of their authentic selves is an important part of a safe, trust-filled work environment.

Leaders can help their teams experience this reality by creating an environment where biases can collide and empowering people to leverage their unique perspectives and authentic selves to build better businesses and cultivate thriving teams.

How To Take The Next Step

As leaders adapt to a continually changing global business landscape, many are losing their employees’ faith. Addressing this challenge requires decisive action.

To take the next step, leaders must foster a culture of engagement, facilitating open dialogue and extending unconditional support to their team members, even when faced with what may seem like unconventional ideas.

I am a firm believe that every opinion must be respected and acknowledged, which can help ensure that every team member feels seen and heard. This practice is deeply connected to the concept of "loving unconditionally," which may seem unusual as a corporate value but is integral to the trust-building process.

Most importantly, trust is built brick by brick as leaders’ consistent words and actions create an environment that values authenticity and diverse perspectives. It takes time to build but can be lost in a moment, making now the perfect time to begin rebuilding or reinforcing trust as a foundation for future success.

Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?

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**Modern-Day Resistance (“21st-Century Luddites”):**
   Opposition to new technology today often stems from similar roots:
   - **Job Security Fears:** Concerns that automation or new tools will eliminate roles or devalue accumulated skills.

- **Loss of Control and Identity:** Changes imposed without input create alienation and threaten professional identity.

- **Complexity and Lack of Support:** New technologies can seem complicated, especially without adequate training, making employees feel overwhelmed and unsupported.

- **Cultural Disconnect:** A deeply entrenched workplace culture and habits can make change hard.

People may resist when it feels like change is happening “to” them, not “with” them.

**Generational Dynamics:**
   - Older employees may prefer existing ways of working and may not see immediate value in new tools or practices, especially if such changes upset workflows or hierarchical norms.

- Younger generations (e.g., Gen Z) are often more outspoken and may push for change; this can increase friction in multigenerational teams if not handled with respect and open communication.

**Communication and Inclusion are Key:**
   - Encouraging open dialogue (e.g., anonymous feedback forms, idea brainstorms) helps identify real concerns and empowers buy-in.

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Content: These Strategies Will Help You Manage And Lead Multigenerational Teams To Success

One of the most pressing challenges facing managers today is effectively leading multi-generational teams.

Written By Chelsea C. Williams, Founder & CEO, Reimagine Talent Co.

One of the most pressing challenges facing managers today is effectively leading multigenerational teams. With five generational cohorts in today’s workplace–traditionalists, baby boomers, Gen Xers, millennials, and Gen Zers–each brings unique experiences, values, and approaches to work.

Fostering harmony and collaboration among these diverse cohorts is essential for business and team success.

As a founder and CEO, my team and I work with leaders and managers who struggle with multigenerational team dynamics. As retirement patterns shift, individuals are working longer than ever before. Baby boomers and traditionalists are still working because of the COVID-19 pandemic and financial need; this is especially true for communities of color. Meanwhile, Gen Z is hungry for opportunities to advance quickly and move into leadership roles. All generations can become easily frustrated by a lack of understanding of their younger or older co-workers.

All organizations can benefit from learning to lead across generations to build, engage, and retain a multigenerational workforce.

Understanding Each Generation

First, let’s take a moment to clarify what generational analysis means and how it is used to help shape insights into the different cohorts in today’s workforce and workplace.

Now let’s look at the Pew Research Center’s findings about each generation and a few characteristics that affect their work styles and expectations from managers:

Generation Z, born 1997-2012:

  • Accustomed to change and expects it in the workplace.
  • Values in-person interactions.
  • Seeks feedback on a frequent, ongoing basis.

Millennials, born 1981-1996:

  • Wants to be coached and mentored.
  • Prefers collaborative and technology-centric training.
  • Must be in alignment with company values.

Generation X, born 1965-1980:

  • Views change as a vehicle for opportunity.
  • Embraces a hands-off management policy.
  • Is entrepreneurial and results-oriented.

Baby Boomers, born 1945-1964:

  • More reserved in communication style.
  • Values traditional instructor-led courses or self-learning tools.
  • Appreciates managers being ethical, fair, and consistent.

Traditionalists, born before 1945:

  • Believes in hierarchical management styles.
  • Has a strong work ethic and loyalty to an employer.
  • Slow to adapt to new technology.

Values Vary Across Generations

First, let’s recognize that employees’ values vary across generations. What constitutes success, fulfillment, and recognition in the workplace differs significantly from generation to generation. Therefore, adopting a one-size-fits-all approach to management is not effective. Instead, managers must tailor their strategies to accommodate each generation’s diverse needs and expectations.

At Reimagine Talent, we are seeing our clients diversify their benefit options, like retirement, 401(K) savings, and student loan repayment, to appeal to younger and more seasoned employees.

We have heard from many students and early career professionals who decide where to work based on an organization’s social image, commitment to “do good,” and team diversity. Many Gen Zers from underrepresented communities have said they do not want to be a company’s “one and only” minority representative.

Furthermore, external realities, such as social, political, and environmental factors, impact each generation differently. While older generations may have experienced similar challenges in wars and economics today, younger generations, like Gen Z, confront these issues with fresh and inexperienced perspectives. Understanding how these external factors shape each generation’s worldview is crucial for effective leadership.

Different Communication Preferences

For managers from older generations, integrating Gen Z and Gen Alpha members (those born entirely in the 21st century) into their teams requires an understanding of the evolving nature of work. Significant differences exist in how these younger generations access and consume information compared to their predecessors. Platforms like YouTube and TikTok are central to shaping their perceptions and behaviors. According to SocialPilot, it’s estimated that 96% of Gen Z and 87% of millennials in the U.S. have a YouTube account.

Managers must adopt a dual role of overseeing and guiding younger team members, providing mentorship and coaching while sharing best practices to support their professional development. By embracing the shifting trends and preferences of younger generations, managers can create an environment conducive to collaboration and growth.

What resonates with one generation may not satisfy another. Use various methods, from in-person and written interactions with older generations to chat platforms and short video announcements with younger workers.

Consider expanding the communication mediums on your team and, most importantly, ask each team member what communication works best for them. In cases where your team may be hybrid or fully remote, this focus on clarifying communications becomes vital in building a strong team culture.

Challenges Facing Older Vs. Younger Generations

Another important factor to consider with a multigenerational team is the personal challenges that may affect their work, finances, and mental health. Be cognizant of life stages and challenges and offer resources and guidance to help your team through them.

Personal finances, economic climate/job opportunities, mental health, and climate change worries impact younger generations. There’s a growing mental health crisis for everyone, but especially younger generations. The Thriving Center of Psychology reported that 1 in 4 Gen Zers and millennials said their mental health declined in 2023, and more than half reported they are going or have gone to therapy. Managers should be mindful of mental health needs and willing to provide reasonable accommodations for some team members.

On the other end of the spectrum, older generations are impacted by concerns about reaching or achieving retirement, receiving fair compensation as they age, having work flexibility to slow down or reduce hours, and stress about using advanced and new technologies. In a recent retirement survey by Schroeders, 61% of non-retired Gen Xers were not confident in their ability to achieve a dream retirement, and 84% of Gen X respondents were concerned or terrified about not receiving regular paychecks. Many older workers plan to work for as long as they can simply because they must. Managers can help alleviate some of this stress by providing financial resources and having open, honest conversations about job security.

Build a Culture of Inclusion

One generational shift that has caused tension in the workplace is the heightened conversations and actions toward diversity, equity, and inclusion.

Fostering a diversity, equity, and inclusion culture is critical for all generations to feel supported and valued at work. When done well, diversity, equity, and inclusion initiatives serve as the bridge in bringing people of differences together toward a common goal. As one example, Employer Resource Groups (ERGs) are a great way for organizations to help create welcoming environments and advance business priorities. For one of our clients at Reimagine Talent, ERGs help bring generations together through powerful educational programming offered to all employees. During Disabilities Awareness Month, three ERGs worked together to shed light on accessibility at work and provided practical resources to help employees advocate for people with disabilities.

Advice for Millennial Managers

As a millennial founder & CEO, I am in the middle of the generational spectrum. I have been challenged with navigating the dynamics between younger and older team members. I’ve learned how important it is to be mindful of differing experiences and approaches to work. Through this journey, I have learned much and seen my leadership skills evolve by simply asking questions, being flexible, and maintaining transparency.

While drawing on established best practices like respect, promptness, and thoughtfulness, millennial managers should remain open-minded to evolving trends with Gen Z team members, such as using A.I. technologies and the gig economy. Flexibility, adaptability, and a willingness to embrace change are essential for millennial managers leading multigenerational teams.

Each generation brings value to your organization. The significance of multigenerational diversity extends beyond your internal teams. As employees and consumers, all generations play dual roles in shaping business success. A multigenerational workforce provides a competitive advantage, offering a deeper understanding of diverse consumer segments. By harnessing insights from different generations, you can create strategies that resonate with today’s growing customer segments.

Navigating multigenerational teams requires self-awareness and the desire to build the bridge within your team! Managers can cultivate team harmony by recognizing and leveraging each generation’s unique strengths and preferences to drive productivity, innovation, and organizational success in 2024 and beyond.

RELATED CONTENT5 Tips For Managing Workplace Conflict

Chelsea C. Williams, an entrepreneur, workplace educator, and mentor, is the founder & CEO of Reimagine Talent Co., a national talent development firm based in Raleigh, NC. Her national team empowers employers, educational institutions, and nonprofits with high-impact HR & career development solutions that support employee engagement, development, and retention.

Chelsea is a trusted contributor to CNBC, Fast Company, Investment News, Insider, and Forbes, focusing on leading multigenerational teams and developing Generation Z. She’s a 2021 Forbes Next 1000 Award recipient, 2022 Tory Burch Entrepreneurial Fellow, and 2023 Entrepreneurial Impact Awardee by J.P. Morgan Chase Commercial Bank and Women Presidents Organization (WPO). She is passionate about redefining workplaces through innovation and inclusivity.

Chelsea is based in Raleigh, North Carolina.

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- Genuine listening and visible appreciation (“Thank you, we see you, and we value you”) foster trust.

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June 29, 2021

Three leadership lessons for the post-COVID workplace

Leaders shouldn’t act as though the changes of the last year didn’t occur. Here are three new leadership behaviors to embrace — permanently.

Although no one’s quite sure what the post-pandemic workplace will ultimately look like, one thing is already clear: How I manage my teams and interact with my supervisors has changed for the better — and, I believe, permanently. By adapting to the new dynamics driven by the pandemic, leaders can better support their teams and generate results.

Even as a seasoned home-office worker, I found plenty to learn as the work-from-home environment suddenly went global and opened a window into the human side of business. Co-workers attended meetings with babies in their laps — and didn’t feel compelled to apologize. Through the pandemic, we learned that everyone needs a little grace, even when an urgent deadline is looming.

Here are three lessons from the events of 2020 that leaders can put into action:

  1. Remember that communication really matters. With the pandemic, social unrest and economic upheaval all happening over the last year, the pressure often felt intense. It was a relief for employees to hear from corporate and team leaders in all-hands company emails, acknowledging that although we’re in a tough space, we’re all in this together. These emails were more detailed than in the past, and they often included resources such as webinars, support groups and counseling.

    The lesson here is, don’t ignore what’s happening to your staff. We all know there’s work to do, and it’s important work, but employees need to be acknowledged as real people.

    The same human touch makes a difference in the everyday emails shared across teams. Although our work isn’t personal, the relationships are. When I’m delivering information regarding project due dates, I am very straightforward, but I also share something positive before I make an ask. I also tailor the information I share for quick and fluid processing. Some people only want bullet points; others prefer an entire spreadsheet. I deliver the information in the way that works best for them.

    As leaders, we often underestimate our power to help make someone’s day better. When I end meetings by saying, “Make today amazing,” people invariably pause and smile. Make sure your message isn’t always about the bottom line. “Thank you, we see you, and we value you” goes a long way.

  2. Recognize the productivity boost that comes when you acknowledge everyone’s human side. The biggest surprise of 2020 is how simply recognizing the human aspect can boost team productivity because it lets people find space and take a deep breath. I’m working more than I was 16 months ago, but the company’s offer of schedule tweaking — in this case, taking off every other Friday — has given me a more balanced home life. Having flex time when I need it has made a big difference for my four children and, as a result, has made me more productive. By attending to the human side, organizations get much more in return.

    The benefits of that give-and-take ripple through to our home lives, too. Like many who worked from home offices pre-pandemic, my workspace suddenly became my family’s study area when our local schools closed. The nuances of my open-door policy became part of our new togetherness: When my office door is closed, do not disturb.

    One of my sons made me a “Meeting in Progress” sign to hang on the door. The understanding and generosity at the heart of that gesture helped us all relax and make the best of a challenging time. My kids learned that while mom needs to work, I’m always there for them.

  3. Accept that workplace attitudes have changed. The changes I’ve experienced personally are permanent, and I’m guessing that’s true for others, as well. The pandemic taught me that, yes, there’s always work to do, but family is non-negotiable. In my case, my manager understood that as long as my family is settled, I’ll be my best at work. Everyone’s motivation is a little different, however; take time to understand what fuels the people who work with and for you.

It’s not an option to act as though the changes of the last year didn’t occur. Leaders must find a way to harness change and evolve as circumstances dictate. Although we’re all moving at the speed of digital, we’re still whole people who need balance in our lives — and we’re looking to leadership to help get us there.

Ladawna Cole
Global Brand & Creative Consult

LaDawna Cole is a Senior Principal Consult in Cognizant's Global Brand and Creative group. She leads projects that span service lines and industries, and specializes in program management, process analysis and marketing activation.

LaDawna.Cole@cognizant.com

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**Challenges of Hybrid and Remote Work:**
   - As work patterns change with technology, some employees feel less connected, miss out on mentorship, and struggle with blurred boundaries between work and home life.

- Managers need to recalibrate engagement and support for all team members in this new context.

**Leadership’s Role:**
   - Leaders set cultural tone.

Title:

Content: COLUMNS

Good company culture retains workers and creates competitive edge. Follow these principles

Emily Rogers
Special to The Ledger

The period described as the Great Resignation that began about a year ago is an ongoing economic trend. A recent CNBC headline stated that a startling 96% of workers will be looking for a new job this year in the hopes of attaining higher wages, the opportunity for advancement, better benefits, more flexibility, a healthier workplace environment, and a role that matters more to them.

This turnover is not only financially costly, it also takes a toll on workplace morale. The burden of enhanced recruiting efforts, onboarding and training add up fast. According to Gallop, the cost of replacing an employee is from one-half to two times the employee’s salary. When a position is vacated, the required duties of that role don’t go away and must be fulfilled by those left behind — increasing the likelihood of burnout and more turnover.

While the reasons for an employee resignation vary greatly and many variables are outside of a company's control, organizational culture is a widespread reason for high turnover that is in a leadership team’s power to influence positively. An employer cannot control a scenario where an employee leaves voluntarily to relocate or reprioritize family care. However, when multiple people resign because they don't feel valued by their boss, connected to the organization’s mission, or respected by their colleagues, this may be a sign that the workplace climate is eroding the ability to retain talent.

Q&A with Kristen LowersWomen leaders should 'just be you,' take time with development

'Seek first to understand'Polk Vision director Kim Long talks about leading by listening

Keeping employees engaged 5 fundamental leadership practices that can help

A healthy organizational culture is a competitive edge. Your business strategy sets objectives and benchmarks that other companies can easily imitate. However, your culture determines how people feel at work and will ultimately create (or destroy) the environment for success.

Quality people want to be part of an engaged and winning team. Workplace environments that stimulate engagement generate higher productivity, and productivity propels performance. Raising pay, offering more flexibility and adding more perks are short-term fixes to a more nuanced retention problem. A toxic culture will not retain even the highest-paid workers.

Here are three timeless principles for cultivating an organizational culture that creates a competitive edge:

Healthy relationships matter

A healthy organizational climate is co-created by an ecosystem of healthy relationships. When coaching leaders and teams, I stay curious about the climate in which they are operating because it’s co-created by everyone and co-owned regardless of rank. The strength of connections between coworkers is highly correlated with the health of the climate and one toxic leader, dysfunctional relationship or actively disengaged employee weakens the entire ecosystem. Asking a leader or team member to draw the constellation of relationships within their organizational system and visually indicate where stronger and weaker connections exist quickly reveals the overall health of the climate and highlights the relationships that need attention. When these relationships are strengthened, trust is built, engagement improves and common issues like ineffective communication and unproductive conflict get resolved and fade into the background.

The keys: safety, connection and respect

Three essential nutrients are required to co-create a healthy ecosystem of relationships: safety, connection, and respect. Drawing from the field of neuroscience and Amanda Blake, author of Your Body is Your Brain, humans are hard-wired to scan their environments and relationships for safety, connection and respect. Just like plants require water, sunlight and soil to thrive, we need safety, connection and respect to flourish. In a workplace, this means that we feel physically and psychologically safe, connected to the people we work with and our common mission, and valued for our unique contributions, backgrounds and differences. We feel seen, heard, understood and safe to be ourselves. When these qualities are scarce in our workplace ecosystem, we languish and struggle to reach our full potential. If your organization has established its core values, revisit them to determine where safety, connection and respect live within those values and expand upon them if necessary. If your team still needs to establish its core values, this is an excellent place to start this vital exercise.

Leaders set the tone

Leaders and managers bring the weather to the ecosystem. Leaders set the tone and managers are your cultural ambassadors. When coaching a leadership team, I often begin with these questions, “What are the weather patterns you're experiencing in your organization? Sunny or cloudy? Turbulent or calm? High pressure or low pressure? And how might you be contributing to those weather patterns?“ How employees feel about the organization is strongly influenced by the "weather" leaders bring to the environment — individually and collectively. The role of today's leaders is much more complex and challenging than just a few years ago. Mid-level managers are often most challenged because they are wedged between the competing wants and needs of their senior leaders and direct reports. As the conduits of safety, connection and respect throughout the organization, mid-level managers' responses to these dynamics strongly influence the organizational climate. Ensuring your managers are trained in how to skillfully respond to these pressures will reduce the likelihood of turnover caused by company culture or an unskilled boss.

The generational shifts that are occurring in our labor force are amplifying the need to make organizational culture a higher priority. The employees that have recently entered our labor force and those that are soon to join them are less tolerant of a toxic boss, a disrespectful environment, a culture that doesn't value growth and development and an organization that doesn't have a higher purpose. This shift will become more pronounced in future years. Organizations that don't utilize these three principles will have a more challenging time retaining talent today and in the coming decades.

Emily Rogers, Founder & CEO of Emily Rogers Consulting + Coaching, is an executive coach, team coach, and leadership development facilitator. She strategically advises and supports leaders and teams in growing and realizing their full potential in purposeful and balanced ways. You can connect with her athttp://emilyrogers.com.

Authenticity, transparency, and ongoing efforts to build diversity, equity, and inclusion (DEI) are crucial.

- Commitment to making changes beneficial for everyone, not just for efficiency or cost-cutting, increases acceptance of tech-driven shifts.

---

**Takeaway:**
Resistance to new technology is often not simply about the tools themselves, but about fears of exclusion, loss, and change imposed without empathy or dialogue.

Building a good rapport with resistant colleagues (or supervisors) involves understanding these deeper drivers, practicing patient communication, and fostering an inclusive culture where all voices are truly heard.

This approach not only eases the adoption of innovation but also leads to a more engaged and effective workplace.

**Summary: Understanding 21st Century Resistance to New Technology ("Modern Luddism")**

- **Background and Historical Parallels:** Historically, Luddites were English workers who destroyed machinery in the 19th century out of fear that their jobs and ways of life were threatened by industrialization.

Title:

Content: Vladimir Zhilin: quarter of a century in the service of the Motherland
The interview was planned if not festive (current times are not too good for holidays), but, in any case, optimistic.
After all, there was a meeting with a man who for 25 years headed the association “Father ’ s Land ” in Gatchina, designed to bring up the spirit of patriotism and pride for their Motherland in the younger generation.
Alas, the conversation with Vladimir Mikhailovich Zhilin turned out to be difficult, raising serious problems of our society.
Category: People and Destinies
Cossack checker
Vladimir Mikhailovich met me in a small office on the second floor of the Youth Creativity Center.
A short, thin, despite his 75, quite cheerful man with clear attentive eyes and a strong handshake.
- How much time do we have for the interview?
- It's 2: 00, 16: 00, and the class starts.
- What are you going to do?
- General physical training and checkers a little wave.
- Checkers, you mean sabers?
- No, the saber and the checker are different.
We have real Cossacks.
- And where is this going to happen?
- Right here in the office.
- So it's very tiny, especially for swinging checkers!
- Well, we still have a corridor.
We'll fit in sometime.
- I pictured it a little differently.
A training ground, for example, or a sports hall.
- You know, if the gym was our main problem, I would be happy.
I have quite good relations with the leadership of Gatchina, with the leadership of the CTU, and the room can be found.
Where to find the right number of guys, future men?
That's the problem.
- I don't know, so I saw a checker on your table and I wanted to get it out of the sheath, hold it in my hands.
Isn ’ t that interesting to the kids today?
- Not all of them.
There are, of course, normal guys, they make up our backbone of pupils.
But many are simply not interested.
Computer games in my head and some general relaxation, or something.
I will say with Cossack straightforwardness: our country is stuffed, the masculine principle is leaving.
I, with the permission of Vladimir Mikhailovich, took the checker out of the sheath - the blade shone with steel, the handle seemed to be created for the hand, and now you are no longer in a cramped room, but in a clear field, and somewhere in the distance looms the enemy, is about to begin cutting.
A gun changes a man, or rather, and makes a man a man.
His duty is to protect, to fight, and not to sit for days in social networks and other tick-currents.
I ’ ve been working with teenagers for 25 years and I see a trend.
She is, alas, disappointing.
Male education
- How's the recruitment going?
- In different ways.
We put ads in the newspapers, we run word of mouth.
There was a period of cooperation with the children's school of the police, recruited difficult teenagers.
True, the hooligans did not last long, they have other interests.
Sometimes the sons are brought by single mothers who understand that the boy needs a male upbringing.
I'm replacing my father, or rather my grandfather, for teenagers.
But I'm also, you might say, fatherless.
His father fought, fought bravely, was awarded the Order of the Red Star, but died seven years after the war because of his wounds.
I was raised by the court and my native state.
It then, after the war, did not leave the children without attention.
After all, note that already in 1943, they began to recall teachers from the front.
They realized that these men would be more useful in school than in war.
After primary school I entered the school "Military - musical pupils".
They handed out the uniform, took it on full satisfaction.
Military discipline, rules of engagement.
They taught musical notation, harmony.
I play a little piano, clarinet and saxophone.
Strictly educated: for example, I was released home on dismissal only six months later.
Of course, I missed my mother, I missed her affection, but there is nothing you can do about it.
I am glad that there was such a school in my life.
Your childhood was spent in Irkutsk.
What was post-war Irkutsk?
Our family lived in poverty, however, we were no different from the majority of the population of the country.
Cold winters, with firewood and coal problems.
I remember the situation when my sister froze her hair to the wall at night, poured it with water, but the impressions from childhood are rather joyful, positive.
We had a fence, four houses, four families, the private sector, lived together as one big family.
Every elder was like a native uncle to you.
They looked after the young.
God forbid, if you smoke or iron, you'll get hit in the forehead immediately.
With a girl you swear - you can get away from her.
Compare it to what it is now.
After all, it is characteristic, there is little entertainment, but people were more cheerful than today.
My favorite thing to do was to have fun in the winter.
Not far from home, in the cemetery, a huge mountain.
From the top there's a man down there, the size of a matchbox.
In the winter, the mountain was flooded with water, and here we, the boys, rode from this mountain.
There were no skis, so at night you put boots or boots in the cold, they freeze, become like wood.
In the morning you jump into them and - to the mountain!
You roll, the heart, of course, jumps with fear, but fun!
Well, sometimes you get banged, you get scratched, but there were no serious injuries.
And, importantly, the adults did not forbid us such pranks, rather they encouraged us.
The boy has to take risks!
He will never grow up as a man!
- Yeah, a lot of moms today would faint from this kind of entertainment.
The thing is, we have moms raising sons.
Not infrequently with a living husband.
Today, the vast majority of teenagers are educated by women.
Look, in our CTU in most circles and sections there are almost only women.
I don't mind, they're great, but how do we grow men?
Theatre
In conversation now and then surfaced the names of fellow countrymen Vladimir Mikhailovich - writer Valentin Rasputin, playwright Alexander Vampilov.
Vladimir Mikhailovich is well educated, knows literature, theater, music.
It turned out that he graduated from the Kuzbass Institute of Culture with a degree in "choral conductor" and also a theater director.
- How did you manage to combine two specialties?
- Out of interest!
We had wonderful teachers.
It was just interesting to study.
For a long time, Vladimir Mikhailovich worked in different cities of the USSR and Russia in the Palaces of Culture, clubs.
He staged plays in popular theatres.
In Zhilin perfectly coexist the qualities that have always been famous for Russian officers.
Fusion of military dressing, discipline and high culture.
- I know from my own, albeit small, experience that folk theaters are an interesting, but very difficult phenomenon.
People with burning eyes, ready to rehearse after work, but still not professionals.
Not everyone succeeds, hence the resentment, disappointment.
Not only after work, they rehearsed, they sat all night, disassembled plays.
It was very interesting.
One can say that the peak of my directorial activity is the play “Tartuf ”.
People worked on bare enthusiasm, but what a happiness to see the eyes of the audience, to come out for applause.
People ’ s theatres were, in fact, people ’ s theatres.
When your colleagues sit in the hall, and you play Tartuf or Hamlet, King Lear - it's a pleasure and a real introduction of the people to culture.
- Then there was an unexpected turn in your fate.
After the folk theaters and the leadership of the palaces of culture, you ended up in Gatchina.
Worked as a carpenter in PTU.
How did it happen?
At some point, I wanted to change everything in my life.
Difficult family circumstances and all that.
And in Gatchina was thanks to her sister, Lyudmila Ivanova, the head of the Gatchina theater of costume "Katyusha".
She's been living in Gatchina for a long time.
My wife supported the idea and we moved in.
For the sake of housing, yes, I had to work as a carpenter for three years.
It turns out that she brings up girls, prepares for the future life, and you, in turn, boys.
Mostly boys.
A lot of girls come to our club.
Perhaps, indeed, the vocation of the Zhilin family is to engage in educational work.
Cossacks
- When did you find out that hereditary Cossack?
The family did not discuss this topic.
Do not forget about the storytelling that went through us, the Transbaikal Cossacks.
The fright of the 37th, 38th was sitting in the back of the head.
We have a difficult history, but I am not offended by the Soviet government.
Our coaches are different, too.
For example, in a war where some, like my father, fought for their homeland, others, alas, were on the other side.
To this day, the civil war has not ended, including among the Cossacks.
There are different opinions on our common history.
- How do you assess the potential of the Cossacks in the education of adolescents?
- Hard to answer unequivocally.
We are doing a lot of work, but I can ’ t say that everything is smooth.
For example, when in the midst of perestroika began the restoration of the Cossacks, there were many who are popularly called "disguised".
At about this time, thanks to the administration and leadership of the palace, I received a stable at my disposal.
And there are eleven horse showers in it.
What is a horse without horses?
But they need to be cared for, taken care of, spent time.
And gradually, of the newly minted Cossacks, there was no one left next to me.
There are a lot of craftsmen to try on the lampasses, but there were not enough hunters to work, to engage in daily activities with the same horses.
Before I could see it, there were only two people left.
The Cossacks suffered greatly after the revolution, traditions are largely lost, and whether it will be possible to restore the Cossacks in full is a big question.
“The Father ’ s End ”
- How did the idea of the organization "Father's Land" come about?
- The boys were pathetic.
Remember: then drug addicts right on the streets smell glue, die in front of their eyes?
- What year is it?
- 1997, the worst time ever.
It seemed that the country was about to collapse.
Moreover, my son was growing up at that time, I was afraid that he would not be in bad company.
The first 12 people came to me.
Antonina Maksimovna Kachalova, at that time she was the head of the department of culture of the Gatchina administration, gave us a small room, and the first classes began.
- Did you care about the Cossack origin of the pupils?
- No, it doesn't matter at all.
The main thing is to get the boys off the street.
- How did the name come about?
- And this fellow countryman helped me too.
There was such a writer of Irkutsk Konstantin Sedykh, the author of the novel “Dauria ”, if you remember.
He has a book “Father ’ s Land ” – a warm and heartfelt story about his native places.
There were options in the spirit of the time, something like “Young jaguars ”,“ Tigers ”, then it was fashionable.
We refused.
Where are all these animals now?
The “Father ’ s End ” still exists.
- Did the state help?
- At that moment, as you remember, the very word "patriot" was considered almost swear.
There was no youth policy.
We're lucky to be taken over by the culture department.
Everything depended on the people, and there were always good, sympathetic people in our country.
We started dragging the guys out into the woods for the night, then hand-to-hand combat.
However, from the school, where the hall was provided, soon had to leave.
It turned out that you had to pay for the light and heat, and where did you get the money?
They settled in the military unit, which is near the Manor, in the barracks.
They were training there, shooting from combat weapons.
- Combat?
- Yeah, I know you, too.
You know, I will say a paradoxical thought, but in a mess there are advantages.
It was easy to organize various events.
For example, they arranged a bike ride to Veliky Novgorod.
It turned out, of course, that they were excited.
We arrived there a little alive, all the calluses in one place.
We got back on the trains, but impressions - for life.
Now you can not think about it, everything is too organized, in my opinion.
There was a question of form, the boys wanted to look military, camouflage and so on.
Where to get the money?
I drove them to the forest to collect cones.
You climb a tree, knock down cones, and there's seeds.
They gave them to the forestry, so they themselves earned the first money.
Slowly, it's like this, and it's not you who's dragging the case, it's you.
- How many assistants do you have?
- There's not much left.
Many of my instructors went to Ukraine as volunteers.
You need them there.
Today, in fact, there are two: Andrei Nikolayevich Sharapov, my permanent assistant, and Alexander Alexandrovich Chebotnikov, deputy chairman of the Gatchina Union of Afghan Veterans.
Without them, I feel like I have no hands.
There are 12-14 year olds in the room.
"I wish you well", say hello to the hand.
The eyes are straight, open, the smiles are restrained.
The eyes “eat the boss. ”
- All right, take the machine guns, in the corridor, while I 'm busy, disassemble - collect! - Commands Zhilin.
- Machines, I hope not combat, - jokingly ask.
- No, of course.
Let them learn how to handle weapons.
While there are no adults, the older ones will help the younger ones.
- Did the influx of children then, in the beginning and now change?
- Yeah, it got smaller, and the kids changed.
Modern ones are more infantile.
For example, we managed to knock out four wagons.
We put them in the woods to teach them.
Inside the beds, tables, stoves.
But until you get there and you hit the wood, they won't do anything.
It is easier for them to freeze under a blanket than to do something themselves.
Or such a case.
For an hour, forty could not make a fire in the forest.
Well, where does that fit?
There are children to whom the phrase "June 22, 1941" does not say anything.
That Zoya Kosmodemyanskaya, that Maresyev or some Rambo-Shvembo - all in one row.
A general detached attitude.
No books, no poetry.
And what is more useful for brain development than reading poetry?!
She creates images.
“A lonely sail turns white ” or“ a horse carrying a whale of wood ” is figurative thinking, and not just a listing of facts.
- Vladimir Mikhailovich, sorry for the question, but maybe this is just senile grumbling?
- Yeah, if the grumbling...
Speaking about the problems of modern Russia, we certainly begin to talk about politics, express claims to the authorities, divide into liberals, communists, the devil in the stupa, without noticing what is under our nose.
Family, family breakdown, that's where the real problem is.
Divorce, children that parents can ’ t share, separation of people.
A crowd of singles
- A paradoxical situation turns out, Vladimir Mikhailovich.
In recent years, especially with the aggravation in Ukraine, the general tone of television, the message of the supreme power is absolutely unambiguous - it is necessary to strengthen the work on patriotic education.
Now with the mobilization, the issue of training of military personnel obviously arises.
The introduction of NVP in schools is being seriously discussed.
It would seem that all the cards are in your hands.
But we've been talking more and more about problems for more than two hours.
What's the matter?
- I don't want to say big words, but it's time to admit that we live in a society with distorted values.
The concepts of good and evil have shifted.
And it all starts, I repeat, with the family.
Men need to be educated properly.
And it's my deep belief that a man can't be raised in a cozy apartment.
He needs a forest, a river, he needs his piece of land.
A guy from an early age should feel responsible, at least for the animals in the yard.
If you do not milk the cow, the family will have nothing to eat.
A man should be able to hold an axe in his hands, play a musical instrument, own a weapon and know how and when to use it.
It is necessary to go from a person, his habitat.
Responsibility is a key word for a man.
You say dreams!
But if at least some of my dreams come true, we will get a real Man with a capital letter.
Defender and builder of his own land.
Interviewed by Andrey Pavlenko

Today, "Luddite" is used to refer to people resistant to technological change.

Title:

Content: Sign up now
TEST: Your psychological age in relation to money - find out right now
What is your psychological age when it comes to money?
Find out, right now...
The theme of money, as well as the theme of harmony, does not have universal tips and recipes, such as: 3 yolks, 1 glass of granulated sugar, 1 glass of flour, vanillin.
Beat it.
Bake at a temperature of 180 degrees.
Ready to check the match.
In each case, the "recipe" will be individual, because sometimes 1 glass of granulated sugar is enough, and sometimes not enough.
In some cases, it is necessary to add cream, and sometimes sour cream...
Psychological age in relation to money
Many of us, at least once in our lives, have wondered:
Why does one person seem to have already been born with a bank card in his pocket, and the other - until old age and will not learn to distinguish a profitable deal from a bad one?
Why does someone easily succeed in the intended business, and the other, bobbing around here and there, and does not find his purpose?
Is it possible to cultivate in man the ability to handle the day without changing anything in him? "
What are some ways to become God?
To earn, to be on the maintenance, to receive an inheritance, to win, to find... the choice is small.
We will not steal or borrow.
Those are not the ways.
And, the main way - it's still earnings.
Earnings are what we are prepared for from birth.
The first person who enters into a certain model of commodity-money relations with a child from the first days of life is, of course, the mother.
“Oh, what a good boy, pooped and pleased mommy!
Who is going to get a haircut for that? ”
The child understands: made the product - get a reward.
Is it any wonder that in ten years, when asked to wash the dishes, the mother will hear: “Five bucks! ”
We can say that at the stage of maturation the child goes through all the stages of material development of civilization, just as in the process of intrauterine development all the main stages of the evolution of the species live.
As you know, a person tends to “get stuck ” at a particular psychological age.
Psychological age is not a delay in development as such, it is a kind of emotional deformation adjusted for the most significant period of development.
If in any of the periods (childhood, adolescence, youth) a person was very comfortable or, on the contrary, too uncomfortable and some psychological situations remained unworked, he continues to live emotionally according to the laws of this period, using completely inappropriate, old strategies to solve new, modern problems.
Naturally, this leads to some inadequacy of actions.
In terms of money, double.
Consider some features characteristic of a particular psychological age in relation to money.
The psychological age of the child corresponds to the complete absence of exchange as such.
It seems that in history it was called living on foot food.
An "adult child" can live and feel comfortable without money, using what grows in his "garden" or literally lying under his feet.
At the same time, it may be sincerely convinced that the refrigerator is sold along with a set of self-replicating yogurts.
Pay your entire salary (if any) in one day.
Not be able to estimate the value of things in the category of "expensive" - "cheap".
Not being able to manage money at all.
Do I have to do something with such a child?
It's probably easier not to give him money.
From men-children are obtained, for example, those husbands who give their wives all the salary to a penny and are satisfied with the sandwiches issued for work.
A sad picture?
A lot of people like it!
The next stage of adulthood is a teenager.
And people who have stayed in this psychological age, prefer natural exchange.
You give me, I give you.
And no more commitment.
Remember when we were kids, we used to swap gum, stickers, boiled jeans and vinyl plates with each other?
In the same way, without any amendments to age and circumstances, the “adult teenager ” prefers to live.
“Old man, this is Petka, my carburetor is junk, you ’ ll see, and I ’ ll bring you new CDs with games, only I first need to take them from Edka, he will pay with me for fixing the refrigerator, okay? ”
And it does not matter that the car service is located at the other end of the city, and Edka with the refrigerator is generally outside the city.
A person will spend a whole day on the result of a complex chain of actions to get a diagnosis of a carburetor, which he can do for half an hour in the yard of his own house, paying for it three times less than for gasoline, despite all this whirlwind for the day.
That's not counting the fridge fuss...
And you will be surprised how many such Petek live throughout our homeland and near abroad.
And how much time and money is spent aimlessly on making this kind of “natural exchange ”!
And the reason for everything is that for the first month there is not a benefit and not even a case as such, but the process itself, usually 90% built on communication with their own kind.
“Adult adolescents ”, having exchanged the third or fourth decade, still continue to“ hang out ”, rather than work and live.
They and business are organizing more and more for the sake of hanging out.
The company gathered for a bottle of beer, watched football.
“Shall we make a deal? ”
Such companies always have a fixed look at them.
On Monday, they come to their senses after the weekend, on Tuesday they share their impressions, on Wednesday they make money for revelry, on Thursday they think what to do on Saturday, and on Friday after twelve of them are already there.
With this attitude to the business to earn, and even more so to save money is extremely difficult.
The party consumes the lion's share.
Therefore, if you know for yourself that it is easier for you to agree on something without money, for a service and just a good attitude than calmly and without any effort to order and pay, you, alas, are at great risk of changing your life in small ways and so do not achieve anything in life.
Building a business with such people is problematic, to put it mildly.
“Teenagers ” are very subjective in assessing people and circumstances.
They do not know how to separate the main and the secondary.
They are poorly versed in people (a good one who cares for Skonto).
They can put everything on the map.
They have a specific sense of time and they rarely finish what they started.
In short, as business partners, they are unreliable, it is good to have fun and rest with them.
Unless you take on the work of a "teenager" to grow up...
The psychological age of an adult.
This stage is characterized by a healthy and full-fledged commodity-money exchange, which sometimes, however, can take place under the slogan “everything for sale ”.
Now who usually does not have a problem with money, so it is the “adult ”.
The grown-up lives on the principle of “divide and conquer ”.
Therefore, an adult boss can today sincerely congratulate and drink at your birthday, and tomorrow without blinking a glance to fire, without experiencing a single gram of mental anguish.
What the "grown-up" do not tolerate are non-agreements and lyrical offenses in monetary matters.
Do not say to them, "Well, you understand... enter into my position..."
He will not understand and will not enter.
Not because he is cruel by nature, but because he honestly does not understand how to mix personal attitude and money.
Therefore, in order never to get into trouble with "adults", always have a calculator, a list of reasonable arguments and a contract on hand in case he says "yes".
In spite of a certain amount of time, dealing with an “adult ” is always more pleasant than dealing with a confused“ child ” and an unforeseen “teenager ”.
In any case, choosing them as business partners or husbands, you will never lose.
The next and last stage in this classification is the psychological stage -
This is the age of an old man or a wise man.
In the financial world, this category is rare, and it is through its hands that the main financial flows probably pass.
So, the elder is a person who, regardless of his passport age, despised part of the world and came to that stage of development when people become crystal clear, and the world is unbearably boring.
Therefore, the elder pays much attention to the ritual of any act of life, finding and tasting in it the juice and sweetness.
The same goes for money.
Earning money for an old man is not a concern for daily bread, but creativity and love, so do not offer him an "easy way to cut down money" here "and throw" there. "
It has not been on a "survival level" for a long time.
Will not understand, will be offended and will be deleted from the list of the living.
A distinctive feature of communication with them should be politeness, brevity and laconic thoughts, obvious benefits (and not necessarily financial, the "old man" may well sponsor the world tour of the genial child and refuse to buy an oil well), respect for his person and necessarily some "highlight" that will only make your proposal interesting for the "old man".
Do not try to deceive him and even slightly cheat, he will count in two counts.
But for loyalty and devotion to the cause will generously reward and help in everything.
Look carefully at yourself and try to understand what you do not fit or, on the contrary, stand out against the background of the structure in which you work, or the business in which you are engaged?
Sometimes minimal discrepancies sharply dissonate and cause irritation of others.
To avoid this, it is important to think about your image, behavior and goals in detail.
A common mistake of many is that they try to jump out of their own internal system and change it without putting anything better in return.
It is like a revolt for the sake of a revolt, a revolution for the sake of a revolution, which, as you know, does not end well.
On one magical "I want" to succeed, but only for how long will there be courage?
Therefore, if you want long-term success, first of all:
• Examine your strengths,
• make them the foundation of your business,
• achieve stable operation of the company,
• and only then implement innovative ideas and make unexpected moves.
If you "hooked" ideas about psychological age and you saw in any of the descriptions native features, remember that it is impossible to change behavior to another psychological age.
To do this, you will first have to die out in yourself and say goodbye to old models forever, and then buy new ones.
Sometimes this leads to a negative result, sometimes not.
Do not try to jump from age to age, from state to state, if it is organic and convenient for you, like soft slippers, - this is what most often leads to dissonance.
Work with your psychological age gradually, thoroughly, better with a specialist, outlining your goals, tasks, deadlines and results.
published by econet
P.S. And remember, just by changing your consumption - we are changing the world together!
© econet
Source: https: / / econet.ua /
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We rarely think about what we have, but we always worry about what we don ’ t have.
Arthur Schopenhauer
Something interesting

- **Societal Factors:**
  - Modern society is characterized by a **lack of clear norms**, making adaptation overwhelming for some; people feel disoriented when traditional structures and values seem eroded.

Title:

Content: Map of city events
View map
The psychiatrist told how society is fraught with the lack of norms
Society
A shot from the film "Frost" / 1964
According to one of the VTsIOM studies, concepts such as “justice ”,“ labor ” and “patriotism ” are more significant for older people than for young people: they are positive in 14-25 percent of respondents 60 years and older, while among respondents aged 18-24 years, only 3-5 percent respond to them.
But can there be a strong society with different basic concepts?
Let ’ s try to deal with the expert.
Surprisingly, a freedom-loving creature named man feels more comfortable if he lives in a system of clearly defined coordinates: it is bad, it is good, it is worth it, it is not.
And our expert, Doctor of Medical Sciences Andrei Zhilyaev, is sure that most of our problems are associated with the destruction of the pre-existing axioms, the replacement of which has not yet been found.
— Unfortunately, we have to state that we have broken the transmission from generation to generation of axioms that lived the older generation.
In other words, they are not applicable as an experience to the younger generation, ” Andrei Gennadievich is sure.
Exactly the opposite.
Wanting to bet, I'm starting to remember.
Grandfathers taught our generation not to ask employers questions about money, it was considered indecent and praising themselves and their talents. "You live modestly - you will die in honor," added grandmothers, not forgetting to remind: "the best decoration of a girl is modesty."
And what now?
Do not ask for money - so they will pay their fellow competitors, and for extra modesty will have to pay - trampled!
The axioms of our time are different: modesty is the lot of the poor, without self-promotion - nowhere.
You can not "speak" - you are a fool and an unfinished intellectual...
And the school is no longer a teacher, but a provider of services.
- Today we have the right to say that we have identified certain vectors of displacement of public morality, - explains Andrei Zhilyaev. - Immutable truths from the recent past have been lost or destroyed.
You are right: the same modesty was in the priorities, and around this most important “pillar ” a lot was built in our lives.
And now on the agenda is the opposite trend, going beyond the reasonable and overcoming the edges of the most pretentious outrageous.
Modesty has become a forced quality, condemned or ignored.
Until recently, it never occurred to people to dedicate someone to the intimate details of their lives.
Moreover, if a person had a tendency to completely “turn out ” in public, demonstratively exposing his life and himself in front of others, this was called mental exhibitionism among specialists and was considered a sign of a mental disorder belonging to the hysterical spectrum.
This did not seem to be the norm, but there were clearly recognized criteria of these norms in society.
This is important because in the absence of the norm, a person is deactivated and is not able to build relations with either society or with himself.
In the justice of the sad statement resembling a diagnosis, Andrei Zhilyaev is sure:
Look at what is happening unbiased.
All trends that once belonged to hysterical manifestations, passed into the category of socially encouraged.
Take a look at the blogosphere – it is almost entirely in the zone of demonstrative declarations, consists of a competition of self-opinions and attempts to throw out everything that is intrinsically hidden.
It turns into a parody of the mental and psychological norm.
Maybe all this is not scary?
But the expert is sure: you can not underestimate the situation.
People who still remember other positions of public morality can be held within the framework of those norms that hold everything “reasonable, good, eternal ”.
But children, alas, now absorb those ideals that will carry later in life - the samples of today.
We are already seeing the first generation that has not caught the norms we are talking about …
These people are 30-35 years old, explains Andrei Zhilyaev.
Some of them were brought up at home on the samples that were alive in the “genetic memory ”.
And someone grew up on what he saw around him.
The problems that these people face are obvious.
But they themselves have children, reminds the expert!
They grow in a world of new morality, with a sense of priority of the individual and personal values, when egocentrism and selfishness are presented as the norm and it is through the prism of selfishness that everything else is considered.
It ’ s all about “me ”
At that moment, the “heat ” appeared against our will in our conversation.
How so, I asked the expert, what kind of negative notes I hear in your voice, if your fellow psychologists, and, in fact, almost all modern psychology, are simply “turned ” now on the attitudes to individualism and the priority of personal interests?
And the same personal growth trainings, and various coaches talk about it!
- What you are talking about is a reflection of the essence of what is happening, - explains Andrei Zhilyaev. - And psychologists in some special cohort I would not allocate here.
It is important to understand that a person is made a person by transpersonal values, since personal interests are limited in time by the length of human life.
When we talk about the primacy of personal values, we devalue those concepts on which society is based.
A self-sufficient person, by and large, does not need society.
Those who are deep in themselves, whether it be a yogi who has attained enlightenment, a deep sage philosopher or a schemer, these individual, special people left society, lived on their own and did not rely on society.
In other versions, the fixation on personal interests was called philistinism.
By the way, have you ever wondered why modern leaders are extremely reluctant to introduce psychologists into teams?
Yes, because another psychologist talks about the primacy of the personal devalues the very idea of   the value of the collective, cohesion, common goals and objectives.
And we stopped believing in sincerity, notes Andrei Zhilyaev.
And we manifest ourselves in situations that previously assumed only one reaction, sometimes inadequately.
For example, earlier, the specialist explains, it was impossible not to help a person in a difficult situation - whether it is a fall on the street or a fight.
- They beat a woman on the street, and people, instead of intervening, shoot the story on their phones.
Insulting someone, mocking someone, the same thing.
True, there is some “justification ” for this, because getting involved in a conflict can be fraught.
For example, recently discussed such a story: people, villagers, hit the car returned home after serving a prison sentence, a man, a local resident.
Why was shot down, says Andrei Gennadyevich: because he stabbed five people and went with a bloody knife to walk around the village.
I was in the mood to use the knife again and again.
He was hit, tied up and handed over to the police.
But those who hit the killer were put on trial - for a hit.
It would seem that these are disproportionate things, because it was a murderer, but those who by their actions reduced the level of social threat suffered.
Now, if, God forbid, something like this were to happen, would there be one who would risk resisting?
A shot from the film “Moscow does not believe in tears ” / 1979
- Yes, this is a blatant case, - continues Andrei Gennadyevich, - but there is a lot of other, one nature with this: we no longer call the police if we are harassed by telephone fraudsters, because "it is more expensive for us", we will calmly pass by a person lying on the road.
All this is an illustration of the fact that another axiom has collapsed: the state is no longer our protector, the individual must protect and shape himself.
And she does it as best she can...
Distrust in society to each other, the expert says, has been formed more than once.
Once the film crew of “Vzglyad ” conducted an experiment: they offered passers-by on the Arbat chic soccer balls as a gift.
People didn ’ t take it – suspiciously!
Then the phenomenon of alertness was just beginning to manifest itself.
— The primacy of the personal leads to human disunity, which contradicts the appeals of various declarations proclaimed both in our country and in Europe, — continues Zhilyaev. — And they call, among other things, for the consolidation of efforts, the formation of a national idea and other similar things.
But we already have "my house on the edge" - the main thing.
And it is already clear that if we do not care about other people, there are no those who are ready to sacrifice themselves for the sake of others.
How to cement society?
These tiny episodes add up to a mosaic canvas.
— We have in the trend were borrowing from alien, imposed on us psychology.
This is the heaviest legacy of recent times.
Not impoverishment, not economic difficulties, but the psychology of individualists, - Andrei Gennadyevich is sure, - because it is transposed into the future precisely from the position of collapse and attempts to replace the main ephemeral economic prospects.
We even have appeals addressed to the future, shifted to the economic side: “You can earn ”,“ You will receive interest … ”
Extrapolation of this at the level of official linguistics is the very “service ” that destroys the spiritual essence of society.
After all, social statuses in society have always been formed on several levels.
The seller provides a service - this is one thing, and the doctor, teacher, policeman can not provide services, their occupation involves high involvement in the process and responsibility.
Alas, but we are already faced with the fact that other doctors are more concerned with the regulation than the meaning of the activity...
Living without meaning will not work.
The collapse of unshakable, albeit simple, axioms is a problem with many consequences.
Terrible consequences have a loss of sense of activity, since meaningless action leads to psychological burnout.
Have these episodes increased?
The loss of meaning is massive.
“Sisyphov ’ s work is because it is devoid of meaning, ” explains Andrei Zhilyaev. – We are talking about an absolutely unconscious law, the essence of which is that any psychological action seeks to be completed, and the completion of the action is the achievement of meaning, result.
This law was formulated once by the psychologist Blum Zeigarnik.
- Repairers of the road, respecting their interests, block it.
Often this makes no sense, it ’ s just more convenient for them – fenced off the territory, no need to run and rearrange the dividing cones.
But the real point is that the track is "going".
It should be comfortable for the driver.
And when does, say, a credit institution work?
From 9: 00 to 18: 00, that is, when people are also at work.
There are hundreds of such examples.
We live in a place of secondary meanings.
The Queen of the Gas Station (1963)
Ugly Reflection
The logical question: what then?
Zhilyaev is sure: this problem is not easy to solve, but not as difficult as it may seem.
It is necessary to teach people, especially young people, to form goals and meanings before the process of solving problems begins.
The process and the result must be separated, because in fact we see that everyone is for himself.
Law of the Jungle.
How much should we intervene in the process?
Andrei Zhilyaev is convinced: it is necessary.
— After all, very soon we will begin to collect the harvest sown by us or by our connivance: the extreme cynicism and lack of spirituality of the new generation in the complete absence of patriotism, since all these “stupidity ” are alien and uninteresting to the“ individual ”.
Our children learn life from obvious examples: they do not see a successful working person become a noticeable member of society, but they often listen to clowns, who were brought to the peak of popularity by pseudo-success, which implies exclusively the possession of material assets, people who received their preferences on ugly phenomena like hype and outrageous, and even cynical enough to allow themselves social mentorship.
Our children are faced with distorted humor, turned into a mockery of people, filled with terrible naked aggression.
We already see the second generation rising after the collapse of axioms, and we see the confusion of young parents — why children are so — but protecting their child even in acute cases of aggression.
And children grow up in a society that would more accurately be called a herd of competing units.
And man became man because he learned to cooperate with others like himself.
Foundation laying time
Note that axioms are the basis of the crystal lattice on which our society stands, points Andrei Zhilyaev.
And we have changed the approach to the family, which is increasingly being formed as an economic community.
Something else has come to replace the family: the interaction of two egoistic concepts.
Talk about money and deposits, all economic...
It is as if we are not creating a family, but a new legal entity, LLC 7.
Alas, members of such “families ” often do not understand the formulas of love of the old format: love is respect, trust and tolerance for shortcomings.
Society without deep meanings turns the family union into a kind of enterprise that has its own goals, but this enterprise destroys the conflicts that are now turned into war.
The dispute drifted towards the quarrel, and in order to win, it is necessary to insult, humiliate the opponent: he is the enemy!
Behind these emotions, the object of the quarrel itself slips into oblivion, and only a heavy aftertaste remains.
But theorems also prove it.
Do new theorems have a chance to become axioms?
— We caught the trend that we had seen before in developed countries, and how negligent students learned basic truths, but could not approach them critically.
But both in the West and in America, a lot of good things have been taken from our Soviet experience.
If you were walking in the forest along a familiar path, then decided to shorten the distance, breaking through the bushes, but in time realized that you would get lost, you need to return to the path, right?
Maybe it's time to do it.
Without Axiom, it is impossible.
And most importantly, they have to be created.
Of course, this is not easy, but most importantly - who should actually accept them?
The answer of the expert will surprise many: yes, the state!
It should formulate for itself clear, necessary meanings.
But, besides, everyone has to do it – for himself, for himself.
Otherwise, nothing will happen.
DOSSIER
Andrey Gennadievich Zhilyaev is a Russian psychologist and psychiatrist, Doctor of Medical Sciences, Professor, Chairman of the Board of the Eurasian Association of Medical and Environmental Technologies.
LIKE THEIR
The concept of “European values ” is a set of axiological maxims, that is, the basic principles of the arrangement of the family, society and the state, political and economic, legal, cultural, ethical and other norms that unite a significant majority of the inhabitants of Europe (the Western world), serving as the basis of their identity.
An ideology based on these values is called Europeanism, or Europeanism.
The presence of European values is considered the fundamental basis of the European Union (EU) and the basis for European integration, but not all experts share this concept.
DIGITAL
49% of Russians consider the most positively perceived word (symbol) “justice ”.

- There is a rise in **individualism**, where everyone is focused more on personal needs than collective well-being, making change feel isolating and threatening.

- The **pace of life and technological changes** is faster than some can comfortably handle, especially among older generations or those not inclined toward constant learning.

Title:

Content: Who are Millennials?
Characteristics and Values of the Generation
In the 1990s, the so-called generational theory was developed in the United States.
According to her, between people born in the same period, there are many things in common: their values, as well as their attitude to the most important areas of life, for example, family and work.
Millennials, meanwhile, are called representatives of Generation Y, born in 1981-1996.
About their distinctive features - in the article "Tape.ru".
What is Generation Theory
Generational theory is a concept that American writers William Strauss and Neil Howe formulated at the end of the 20th century.
With its help, they tried to describe the repetition of the cycles of generations in the United States.
For the first time the world got acquainted with this idea more than 30 years ago, in 1991, when their first joint book called Generations was published.
It describes American history from 1584.
At the same time, the presentation of information was unusual – through the biographies of individuals of different generations, in which it was possible to find a lot in common: for example, similar views on the world and values.
Six years later, in 1997, the authors released a new book, The Fourth Transformation.
In it, Strauss and Howe continued to develop their theory.
This time, they proposed the idea of a four-part generational cycle and repetitive patterns of thought and behavior in U.S. history.
According to it, one generation can include people who were born in about 20 years of time.
At the same time, a larger generational cycle lasts 80 years and includes four generations.
According to the authors, when it comes to an end, those worldviews that were in trend at the very beginning, again become relevant, and new generations appear.
For what reason did Strauss and Howe decide that people born in the same period of time can be united by the same concept?
In their works, they explained this by the fact that:
Firstly, members of one generation are in the context of the same historical events and the same age; secondly, the social circle of a person consists mainly of his peers, and this gives people a sense of belonging to something common, determined precisely by the time frame.
Note that initially this theory was applicable only to the American population, but later it began to be used by other peoples.
The authors also agreed that their idea may be relevant not only for the United States, but for the whole world.
Despite the fact that the concept developed by Strauss and Howe quickly gained wide acceptance and support, many met it with criticism.
And not without reason.
The theory has no really scientific evidence base.
Qualitative research on this topic has not been conducted; some sociologists accuse the authors of, first, hypertrophied the distinctive characteristics of generations, secondly, too carried away by generalizations, forgetting that each person is individual; In addition, Strauss and Howe themselves, after a time when the theory became international, did not take into account the characteristics of other races and nationalities.
At the same time, the founder of the Moscow Higher School of Social and Economic Sciences, Theodor Shanin, emphasized that “despite the incessant talk about globalization, the difference between communities remains deep, and often increases. ”
One way or another, generational theory continues to be explored, and a more detailed study of it may indeed be beneficial.
Modern generations
At the moment, humanity, according to the theory, can be divided into four main generations.
Boomers - 1946-1964 years.
At the end of the economic and cultural crisis.
Generation X, 1965-1980.
They come into the light in the age of upheaval.
Generation Y (millennials) - 1981-1996.
Their period comes during a downturn.
Generation Z (Zumers) - since 1997.
They are born during a crisis.
In this article, we will focus on the analysis of Generation Y – millennials born in the Soviet and post-Soviet times.
Who are Millennials
Millennials are people who were born at the very beginning of the digital era (1981-1996 birth years).
Gen Y is 28-43 years old
The generation received its name from the authors of the theory of generations of Strauss and Howe in 1987.
As the modern millennials are called, the Pepsi Generation - which testifies to their belonging to the capitalist culture.
Generation Next - this definition speaks of their progressivity.
The Peter Pan Generation is a name that demonstrates the tendency of these people to delay the moment of entry into adulthood.
Millennials have witnessed a huge number of changes, both in the socio-economic and technological spheres.
The pace of life in this period began to accelerate greatly, and the main trend was globalization.
“I think what generation you belong to really matters in character formation.
Childhood of modern millennials had in the 1990s, which left an imprint on their behavior, - says "Lente.ru" psychologist and administrator of the psychological center "Doctor Psycho" Anastasia Saurina. - It was a time of rapid changes ".
Parents of millennials did not always have enough time for proper upbringing, so often representatives of this generation have a desire for the ideal, as well as an eternal search for praise and attention Anastasia Saurina psychologist
And if their parents - representatives of generation X and boomers - at one time worked a lot and were focused on constant attempts to maintain a financial position, then millennials by the time they grew up in this regard had a little more freedom.
That is why, according to the psychologist, many of them began to pay special attention to obtaining pleasure from life.
They loved to travel, socialize with friends and attend various entertainment events.
In turn, technology and globalization have made all of this more accessible.
Millennials and Family
Millennials are far more liberal than the older generation.
They value freedom of speech and freedom of choice, they are not afraid of change, they are positive about new trends.
In this regard, their attitude to marriage is also often not so conservative, unlike their parents.
They value family relationships, but often prefer to achieve their desired career goals before marriage.
In addition, this generation is serious about finding a life partner.
They are willing to spend several years on these searches.
Millennials strive for self-expression, in marriage they are characterized by partnership, but they just feel this ground.
They are one of the first to question the traditional views on the roles of men and women in relationships, but they do not always manage to establish a new framework Anastasia Saurina psychologist
As for the upbringing of children, millennials, according to the expert, there is a fear of being bad parents.
They want to be better than their ancestors, but they do not fully understand how to behave differently.
All this gives rise to a lot of anxiety, because we can say that they are pioneers in the XXI century.
Millennials and careers
According to Anastasia Saurina, millennials can often be found in leadership positions in business, and this, of course, affects the promotion of goods, services and services.
“Anxiety in the pursuit of consumer attention makes them invent more and more shares, pour in budgets and go to new sites, and interact with a younger generation of opinion leaders, – the expert explains. – It is important to stay on two chairs of fashion and habit ” .They rush in the choice between their true preferences and newfangled trends.
And not always this choice is due to their own desires Anastasia Saurina psychologist
According to the psychologist, it is possible to distinguish certain types of millennials:
Careerists are workaholics who strive to achieve high positions and high incomes by all means.
And their antipodes are those who are not ready to die for material ideas.
To such people we can also include downshifters (people who give up many material goods in favor of peace of mind) and rentiers (people living on real estate, land, securities).
Career goals don ’ t make sense to them.
The main difficulties in the life of millennials
The most frequent problem of this generation, according to Saurina, is burnout and moral exhaustion in various spheres of life: from career to family.
For what reason is this happening?
Financial issues
“Most millennials are responsible adults, with mortgages, consumer loans, stable pay, and families with children.
In this picture, typical problems with finances loom: will I have the strength to pay off my debts?
Will I be able to get my child to school and give him a good education, tutors and hobby clubs? ” says the psychologist.
Pressure of Society
Many millennials throughout their lives feel the condemning views of older generations, who are much more conservative.
A person of generation Y often echoes the thoughts of others within himself: for example, if there are no children, then it means that they are urgently needed, if the child is only one, then when is the second?
But no one asks the question: will young people have enough strength and resources for all this? "- emphasizes Saurina.
Too high pace of life
The pace of peace in the twenty - first century has indeed increased.
Millennials were the first to feel it.
“The swiftness of life forces them to make quick decisions that do not always work for the benefit, which causes the most severe stress that they drown in alcohol or antidepressants, and sometimes there is simply no time to pause to deal with everything.
And this closes the circle of eternal running for the sake of running, ” the psychologist notes.
According to the psychologist, modern millennials are like squirrels that spin in the wheel of “home-work-family-credits-expectations of society ”
“At the same time, millennials are afraid to be on the sidelines, because the young, energetic and progressive approach, how to compete with them? – the expert asks. – Often, representatives of Generation Y are already beginning to look disdainfully at young people for their dancing until the morning and naked stomach, at the same time striving to look on their wave, dress stylishly and be friends to their own children, forgetting that they need parents. ”
Inability to talk about your problems
Millennials, according to the observations of Anastasia Saurina, often hesitate to ask for help and talk about their problems, even less often they turn to a psychologist, again worrying about what others and parents will say about it.
“Complaining is a shame, they think, ” says the psychologist. – In the end, they do not allow themselves to live losses, feel sorry for themselves and appropriate their own feelings.
In such a hustle, in fact, it ’ s easy to lose yourself and your desires. ”
What can we do to prevent this from happening?
3 Tips for Millennials
It is possible to cope with the above experiences.
To do this, Anastasia Saurina recommends:
1.
Use the method of open dialogue.
As often as possible to honestly talk to loved ones about their experiences without blaming themselves and others.
This will allow you to learn to contact yourself, as well as improve relationships.
2.
Find a neutral interlocutor who will listen without criticism and advice.
Most often these are psychologists and support groups.
3.
Learn to accept problems and ask for help.
You do not need to be heroic once again, it is better to save the resource and seek support from someone who can provide it.

- **Workplace and Generational Aspects:**
  - In corporate environments, **younger generations** (like Gen Z) are seen as flexible and tech-savvy, while older professionals may feel alienated by new methods, tools, and the need to retrain.

Title:

Content: Russian news agency 18 +
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Friday, July 12, 2024, 13: 41 Moscow time
News, Short, Popular, Announcements, Interview, Video, Rabkrin
Generations Z and Y: how to become useful to each other at work Interview with the head of the youth movement hh.ru
In Russian universities, a few days ago, graduation took place, and now young applicants of 20-24 years old, the very generation Z, which in a few years will dominate the working environment, have entered the labor exchange.
“New Day ” spoke with the head of the youth movement hh.ru Irina Svyatitskaya about the special features of young professionals and the problems of cooperation between different generations.
What are the main qualities of today ’ s working youth, if we take a generalized portrait?
What distinguishes its representatives from those who act as employers?
Young people today primarily pay attention to career opportunities when choosing an employer.
Our surveys confirm that job seekers aged 18-24 prioritize career prospects and opportunities (61%), followed by overtime (55%), flexible hours (53%) and training programs (45%).
Another interesting fact: if there are only two options - an interesting job with a small salary or an uninteresting job with a large salary - 55% of applicants 18-24 years old will prefer an interesting job, not a financial benefit.
But among applicants from 25 to 54 years old, those who choose uninteresting work with a high salary prevail.
Talking about ideal work, young people rarely call a decent level of remuneration.
This is important for 77% of applicants 18-24 years old and immediately for 85% of those who are 25-34 years old.
The priorities of young people are quite reasonable: it is pointless for them to choose an employer exclusively on high salary requests at the beginning of their career.
And transparent conditions for career growth and open prospects for rapid promotion mean much more, salary growth in this case is a derivative of career prospects.
The goal of young professionals is not something abstract, like “I want to earn a lot ”, but a specific desire for yourself in the future.
For example, to graduate from college by the age of 20, to manage the department in a large corporation by the age of 27, to become a financial director and reach the income level of 300 thousand rubles.
What qualities of Generation Z specialists can harm cooperation with Generation Y?
Among the shortcomings of young applicants, employers often note their instability: young people tend to change jobs and their interests more often, this is always unpredictability.
Also complicating the cooperation with Generation Y can be the desire of Generation Z for comfort and balance between personal life and work.
Generation Z, unlike older workers, is less inclined to “reach ”, is not ready for processing and to work for wear and tear, more appreciates the balance between work and personal life.
In addition, many employers note that the younger generation is worse cope with stressful situations and responds more sharply to criticism.
Such employees need a special approach, and not all managers are ready for this.
Finally, often difficulties create a lack of concentration and constant “hanging ” in social networks.
What are the advantages of Generation Z employees?
Why “fresh blood ” is sometimes ready to take even without work experience and education?
The advantages of Generation Z employees are the flexibility of the mind, the active use of modern technologies, creativity, as well as the ability to multitask.
They value teamwork and mutual help, as well as open and honest feedback.
Many companies today are really ready to take young people without experience, and sometimes without education.
The key reason is related to the general situation on the labor market: personnel shortage forces employers to make concessions and reduce requirements.
In addition, many companies note that it is easier for them to take a “green ” employee and train him for themselves, rather than rebuild an already held professional.
How important is vocational training now?
According to hh.ru, over the past 5 years, the share of vacancies with higher education requirements has decreased from 29% to 21%.
Today, college graduates are valued no less than holders of university crust.
Demand for them among employers is constantly growing, especially in areas such as construction and industry.
The advantages of SSUZs are that they respond quickly to the demands of the labor market.
The program of training in colleges is stronger than in universities, sharpened for practice - up to 70% of the study time is allocated to it.
Students get acquainted with the intricacies of the chosen specialty, immerse themselves in the production process, learn to use professional terms.
Scouts provide an excellent start for further training of the profession.
Plus, work experience is a direct way to the heart of the employer.
It allows you to prove yourself and, as a result, count on a workplace after graduation (or even during study).
A college graduate with one and a half years of experience, practice or educational projects will look more profitable than a first-year student of a university without specialized experience.
What are the consequences of the EHS already making themselves felt?
Did they cause any destabilization?
And how do you assess the current imbalance - when the courier receives more than a qualified specialist?
The impact of the Unified State Exam is difficult to assess, although employers often criticize this system and note that modern graduates are less prepared and have only indirect, superficial knowledge about the world around them.
But how much this is related to the EGE is difficult to say.
As for the imbalance of supply, it really affects the youth labor market.
Couriers, employees of PVZ is an extremely popular form of part-time work, which requires neither education, nor experience, nor specific skills.
In some cases, this can indeed provoke a refusal to receive vocational education, but still this is not a mass story.
Of course, against the background of the spread of such professions with a low entry threshold, it has become more difficult for employers to compete for young applicants.
How can a manager work with young and very demanding staff, who are interested in flexible schedule, high salary, individual approach and interesting work?
Is it necessary to please or adapt to the requirements of the job-zoomer?
Everything is good in balance, and in this case it is also necessary.
Today, in an era of global labor shortages, employers must somehow practice a human-centric approach, not only to Zumers, but also to employees of other generations.
Such an approach should become the basic, system-forming element of any company.
Just so demanding from people to work more, more intensively, better will not work.
It is not enough just to write a good job and make a beautiful cover of the company.
The main task of HR is to create an environment within the organization that inspires employees to work productively.
At the same time, it is important that she be careful with people.
I would like to stress that human-centredness is not humanism and love for people, it is important to separate these things.
The personality of each employee becomes an independent value, which is why we focus on it.
Are there areas of activity that can be left without staff almost completely when the old generation leaves?
How will the work environment change, and in which direction?
- Perhaps, no professional sphere will remain completely without people, but production, extraction of raw materials, construction will definitely face difficulties (and already face).
That is, those areas where skilled workers, engineers are involved, as well as areas related to working in difficult conditions.
Does working as a value change?
Is it a tool for earning or for self-improvement now for young co-workers?
- At the beginning of this year, we conducted a survey of applicants and asked what the meaning of the work is for them.
Applicants 18-24 years old answered that it is financial independence (86%), self-realization (62%), experience (55%), self-development (54%) and a favorite business (52%).
The answers of applicants aged 45-54 years are somewhat different: for them the meaning of work is money (75%), self-realization (54%), favorite business (46%), self-development (41%) and experience (35%).
At what stage of life do labor values arise?
What should be laid at a young age so that then an adult has both a desire to work and an understanding of the need for it?
Labor values   of a person begin to form in older adolescence and are further transformed depending on his needs, interests and external factors.
In order for a person to work with desire and pleasure in the future, it is important not only to instill love for work from a young age, but also to pay attention to career guidance, to show that work can really bring not only income, but also positive emotions.
An important condition is that the work should be loved and interesting, then the desire to work will arise by itself.
Yekaterinburg, Daria Demeneva
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- Companies often prefer "green" (inexperienced) employees they can train in the latest systems, which can make established workers feel obsolete or undervalued.

- Traditional roles—once based on stable routines and clear hierarchies—are shifting toward less-defined, more interactive, and constantly changing sets of expectations and skills.

- **Psychological Reasons for Tech Resistance:**
  - Many fear being **left behind or unable to keep up**; frequent change increases anxiety and reduces job security.

Title:

Content: Instructions Competition
Promo
How to work in a large company and not feel like a cog in the system
Advice is given by HR and department heads from "Contour".
The material was prepared with the support of "Kontur"
Meaningless and frustrating corporate work has become such a common phenomenon that a catchy term was coined for it - "delusional work".
The book of the same name by David Graeber, published in 2018, was widely discussed in foreign and Russian media: readers again remembered how they were annoyed by useless meetings, bureaucracy and endless routine.
Over the course of several years, the book has been cited more than 900 times in scientific articles, and politicians and managers have been thinking about how to restore faith in the work of ordinary employees.
America is still experiencing a “great retirement ”: millions of employees are quitting in search of work-life balance and“ dream jobs. ”
The trend also affected Russians: in 2021, almost a quarter of respondents admitted that their work is not interesting to them.
Over the past month, economic instability has deterred many from changing their current jobs.
But they hardly loved her any more.
Kontura, which develops services for accounting and business, has 10,000 employees.
Many of them are familiar with the problems of fatigue from routine.
Heads of different departments and HR “Kontura ” told how they help colleagues to deal with the feeling of“ delusions ” of work and avoid burnout.
Quickly learn about problems and solve them
At the beginning of each quarter, we conduct a survey of employees.
For example, we ask if they are ready to recommend a job at Kontura to friends and if they see their contribution to the common cause of the team and the company.
It is important for us to know what the mood of our colleagues is, what excites them and worries them.
The service automatically processes responses, and by the end of the quarter, we summarize the overall slice of departments and offices.
The employee himself decides who to open his answers to: the head or the Eichar.
Short surveys help monitor the mood and condition of colleagues and offer help in time.
Eychar or the manager can look at the answers immediately after filling out the questionnaire, without waiting for a summary at the end of the quarter.
It helps to react faster.
If the answers in the questionnaire are disturbing, then they meet with the employee, let him speak out - and together they are looking for a solution.
Also, some employees meet one-on-one with mentors (more experienced colleagues) or managers once a week - they can be told what does not suit them in the process of work.
Give detailed feedback
I try to sum up the work not in the format “You did well, conducted 12 interviews, class ”, but dig deeper:“ You conducted 12 interviews, with their help we selected six cool programmers, thanks to which we will develop as many as three products.
A new team has gathered, and the business sees a huge benefit in this.
Thank you for participating in this important work. ”
Such feedback is more difficult because it requires analytics, but it is much more effective.
I also share good reviews about the product from colleagues and external users.
Teach employees to take care of themselves
The most difficult is for specialists who communicate a lot: sales managers, technical support, managers.
We are mostly workaholics in the company, so our main problem is burnout.
Professional fatigue can and should be monitored, we teach this to the employees themselves.
For example, our corporate psychologist organized an online club where he talks about how to prevent emotional exhaustion from working.
Often, burnout is affected by uncertainty, sacrifice, inability to say no and stand your ground, as well as control your resources and replenish them on time.
Therefore, in the consultations, we learn to build boundaries, rest and allow ourselves what we want.
Even in the "Contour" there is a corporate university: it teaches you to use working tools, which also help to avoid burnout.
For example, time management and project work.
They see hidden talents in their colleagues (and develop them)
Different people work in technical support - I, for example, am a teacher of history and social science by education, among my colleagues are veterinarians, economists, IT specialists.
Everyone comes from different fields, so everyone has different interests.
I think it ’ s important behind the numbers in Excel to see people who have goals and a desire to develop not only in work, but also in something else.
For example, when I came to Kontur as a support consultant, I showed that I was good at writing texts: I helped make instructions for consultants.
Then my supervisor suggested making an internal journal in the department.
So we wanted to revive the working days a little.
Together with colleagues, we wrote small articles on abstract topics: for example, we interviewed employees about their hobbies.
The texts were published in the internal social network “Staff ”.
The magazines were occupied during working hours, when the main work was already done.
Helps to find an interesting direction of work
We are good about transitions between teams: it is better to offer a person a new interesting position than to lose him.
Therefore, if the employee has realized that burnout has occurred, and the current work is not inspiring, he can seek help from a career consultant "Contour".
It will help to change the position within the company.
Just asking how things are going.
I try to communicate actively with my staff throughout the day.
I do not sit in my office for a long time, I go to the offices to greet or ask how my colleagues are doing.
I watch the mood – for example, I can ask something in the kitchen, ask to share news or tell a story.
Of course, employees can come to me and talk in person: I am always open to them.
With some employees there is a close relationship, and then I can just look at the person and understand: something is going wrong, we need to talk.
Then I ask my colleague directly what happened - tired, did not get enough sleep, something is disturbing.
It's not hard for me.
Create tasks for the interests of employees
Before the start of a new project, we are thinking about which employees will be interested in participating in it.
I'll give you an example.
We at Kontura are now starting to develop products on the Python stack: we hire developers, build processes.
And all this from almost zero.
When we planned the project, we immediately thought who would be more interested in becoming a mentor, who would work with other people, and who would solve technical infrastructure problems or conduct interviews with candidates.
If we do not find employees for the necessary tasks, taking into account their own wishes, then, accordingly, we adjust the project plans.
That is, first of all, we start from people and their needs.
In Kontura, they try to find interesting tasks for ten thousand employees and take care of the development of a variety of abilities.
You can find out about vacancies on the company ’ s website: Kontur is looking for people in offices throughout Russia.
Competition of technical instructions
What will post offices be like in five years?
A robotic “capsule ” and a terminal operating without electricity — Russian Post is testing innovative products.
What are the components in Figma, and how they will help to make the work faster
Mikhail Zagorodniy, Designer at Friflex, talks about the basics of Figma for beginners - the name of blocks and the zero frame.
Tinkoff launched a monthly scholarship of 25 thousand rubles for students of technical specialties
In 2022, 20 million rubles will be allocated for scholarships.
Rossgram, cart, TV: where to drive traffic today
The Internet has been changing a lot lately, and with it the ratio of traffic channels is changing.
Some sites disable advertising for Russian users, while others are completely inaccessible in the Russian Federation.
How to turn QR codes into an effective advertising tool
QR codes are becoming more popular: with their help, we look at the menu in the restaurant, make translations, leave tips, download applications and pay for orders.
And, of course, they are used for promotion.
According to Juniper, by 2025, the total number of smartphones using QR codes for payment will exceed 2.2 billion.
Kyrgyzstan – perhaps the most comfortable country for relocation
For us, Kyrgyzstan * was a transit point.
We wanted to rest for a week and then decide where to go next.
Expectations from Kyrgyzstan in general and Bishkek in particular were low.
The reality was much better.
What to do when there are no new customers
Artur Sargsyan, Commercial Director of Calltouch, shares the action plan: from the audit of current advertising to communication with the audience that leaves no contacts
UTKONOS ONLINE launched a new advertising campaign aimed at attracting zoomers
The cycle of content in nature: giving a second life to published articles
Hi, this is Lena Komarova from GATE PR agency.
In this article, I will tell you how a once written article for the media can be useful almost indefinitely.
Experience of using your own VPN in the last month
Since the beginning of March, I switched to my own VPN.
It was necessary to replace the paid public, which began to block and turn on permanently on the router to work on all devices on wifi.
Until March, there were enough periodic public inclusions.
Marketplace logistics: how to choose a scheme of work and get profit
Properly built logistics chain accelerates the way of goods to the buyer, and therefore - the key to competitiveness for the seller.
We tell you what options Sberbank MegaMarket can offer and which one to choose in order to get the maximum benefit.
Uchi.ru developed simulators for the development of attention, logic, memory and creativity
The course on the development of cognitive abilities "Lessons for the brain" is designed for students of grades 1-4.
null

- There is a perception that **technology undermines expertise** and experience.

Title:

Content: Arguments of the Week Interview 13 +
Voronezh doctor Alexei Grigoriev: “We have rolled into the 17th century and still believe in the“ seal of the devil ”
, 16: 07, correspondent
In 2019, WHO included mistrust of vaccination in the list of ten global threats to public health.
It is timely, considering that in 2020, when the COVID-19 vaccine was introduced, anti-vaccinators again began large-scale “campaigns ” around the world.
About where such moods come from, how to deal with them, the correspondent of “AN ” spoke with the deputy chief doctor of the Semiluki district hospital Alexei Grigoriev.
- It's hard for me to tell where they come from.
I do not understand the position of these people, I do not understand why they are doing this.
Well, if you have a personal opinion, please use it.
But why promote and impose your opinion on others?
It's kind of incomprehensible to me.
Did education and propaganda work better?
After all, many things have been explained to us since school, including the benefits of vaccinations.
Maybe there was more knowledge?
- Well, knowledge as such, maybe, and then there was no.
But there was some trust.
We knew that our medicine was the best, believed in it, and people did not ask unnecessary questions.
Now society has been democratized, alternative, so to speak, opinions have appeared.
It ’ s not just about vaccination, you can take any phenomenon – the same picture.
- That's for sure.
Not so long ago, I remember, the singer Yuri Loza proved to everyone that the Earth is actually flat.
- Yes, there are plenty of such examples, although maybe you are one of the brightest ones.
But time does not choose.
In our time, we fought to get freedom, we got it.
Do you mean freedom of speech?
- And her, too.
You can treat it differently, good or bad.
But at this point in my life, I don ’ t think it ’ s very good.
It seems to me that it would be much better if people had a single idea, a single goal.
After all, it is thanks to such a single goal that in the post-war years we managed not only to restore the country after the devastation, but also to become world leaders in almost all socio-economic indicators.
“In the USSR, the population was kept in ‘ hedgehog mittens ’.
- But if we go back to our subject...
As far as I know, there was an outbreak of smallpox in Moscow in 1959-1960.
But thanks to the rapid localization of the epidemic was avoided.
Then, probably, antivaxers did not conduct such propaganda as now?!
- It's hard to say.
Because there was no reliable information, it was not brought to us.
As in the same Chernobyl - it is closer to the 90s, but even then we did not immediately know all this.
And when they found out, again, an incomplete picture.
What happened there, at what stage and how large-scale this disaster was, we may still not know.
But then, yes, the population was kept in “hedgehog gloves ” and, perhaps, partly because of this, the smallpox epidemic was prevented.
And now we have what we have – each person has his own opinion.
And he broadcasts it everywhere, absolutely not caring about whether it will bring benefit or harm.
Maybe in order to become famous in this way, maybe money is earned on it, because now we have a consumer society...
Today, unfortunately, there is very little spirituality, few charitable thoughts.
We even have movies about making money.
It's a measure of your success.
- Do you think that anti-vaxers, spreading information, pursue this goal?
- Maybe.
Because I don't know what else to pursue, replicating at least unverified data.
There are official studies, official literature, where articles are checked for reliability – we, doctors, are guided by it, in fact.
Well, you don't get vaccinated, it's your choice.
But why would the rest of us lie?
It's just that we probably missed the moment when people started asking a lot of questions.
And as a result, they stopped responding to our exhortations, requests and recommendations.
Do you think there is an omission in that too?
I mean the medical community as a whole.
That is, if you did not give any answers in time, clear, adequate, informational emptiness was immediately occupied by all sorts of pop stars, politicians of different stripes and doctors, sometimes with a very dubious reputation?
And yes, some of the blame is on the doctors.
And, unfortunately, it is very rare to see and hear on television the speeches of some doctors of science, infectious diseases and so on.
I mean, we hear everybody except the doctors.
Doctors, of course, also act, but mostly those who have some political ambitions, and in Russia such people do not trust too much.
But after all, we have various institutes that are engaged in virology, there are microbiologists - why not provide ether to them?!
Maybe if there was more information, people wouldn't believe it.
“People love black.
- What scares you more?
When they talk nonsense like the introduction of microchips with a vaccine, in which a sane person will never believe, or when they write supposedly scientific articles in which they cite evidence of their anti-Vaxer theory?
- It's hard to say what's more dangerous.
Any information is directed to its category of population.
That is, if the level of education does not allow you to evaluate the words, for example, a doctor of science, of course, he will believe in chips.
But what is not clear to me is when people with higher education begin to believe in all sorts of nonsense.
A friend of mine was vaccinated.
When she came to work, colleagues asked her to pass the refrigerator - whether she would be magnetized or not.
- Are you kidding me?
- No, it's a real case.
And we are talking about a law firm, which employs people with higher education!
- Listen, Alexei Leonidovich, but this is a kind of dreadful thing!
In the 18th century, Catherine the Great, when she learned about the death of the French king Louis from smallpox, was surprised by such ignorance.
Because she was vaccinated herself, instilled her family and inner circle.
At some point at court it became even fashionable to vaccinate against smallpox.
The 21st century is in the yard, and we still have some cave-thinking left!
- Unfortunately, there is ignorance, and now we have rolled into the 17th century, when we began to make the first vaccinations, which were called by the people "the seal of the devil".
Then, too, there was a wave of this rejection, misunderstanding.
You see, people love "black", and anti-vaxers give it more than.
Moreover, they quite successfully know how to play on human psychocomplexes.
- I, for example, would love to see how on all kinds of talk shows discussed the issues of pandemic and vaccination instead of shaking out dirty laundry to the public!
Although what am I talking about... who the stars have slept with is probably more interesting...
- I agree, there is a deficit in the necessary, correct information.
For example, when COVID-19 just appeared, our chief pulmonologist Natalia Kostina often performed on Voronezh television.
She explained many things, including, for example, why you need to wear masks, if the virus is much smaller than the mask membrane.
Natalia Eduardovna then explained in quite accessible language that the virus does not fly by itself, it attaches to dust particles, saliva, and therefore, when wearing a mask, if it enters the body, the viral load will be much less, and the body will easily get rid of it.
But that ’ s just one example, as you know.
Natalia Eduardovna then answered many other questions in an accessible and understandable language.
So why not reopen the airwaves?
“Is it just natural selection? ”
One of your colleagues told me how the anti-Vaxer movement in Sweden led to a wave of whooping cough in the late 1970s.
I looked for information and realized that this was not an isolated case.
Similar situations were in the UK, the Netherlands, Ireland, Nigeria, Afghanistan – everywhere a sharp jump in the incidence was recorded after the governments of countries heeded the calls of antivaxers.
Does history teach us nothing?
- Apparently not, if things like that happen.
Of course, they catch up later, but at the cost of how many lives do you have to pay for such lessons?!
Or is it just natural selection?
Well, in the sense that if a person does not want to listen to the voice of reason, then he will drop out naturally?
It sounds harsh, but I ’ m starting to get more and more inclined to this opinion.
You may be right, as painful as it is to admit it.
But how did China manage to cope?
Despite the fact that from there all this pandemic began, now he is somewhere on the margins of the world ranking for morbidity.
But in the leaderboards - on vaccination...
I can ’ t say for sure because I haven ’ t been to China.
But it seems to me that the Asian countries are a little different.
Maybe the Chinese are taking tougher measures.
As soon as the focus is identified, everything is immediately isolated.
Maybe it ’ s because their economy is on the rise.
Some shopping centers, hospitals will be closed, and no one will be harmed.
Are you for or against compulsory vaccination?
- More like a "yes."
Because the vaccine really works, and we see it in our patients.
It really saves lives, including those people who could not avoid COVID-19 even after vaccination.
I am in favor of the introduction of quarter-codes, for masks, after all.
In general, for all those measures that help bring the epidemiological situation to a normal state.
- I mean, if you take two extremes...
The first is not to convince anyone, let natural selection weed out.
The second is to fight the anti-vaxers, to catch up even with fools, and – as I like this expression – to do good.
From what I understand, are you in favor of the second?
- Lena, I'm a doctor.
Of course, I am for the second extreme (smile. – approx. ed.).
So I will try and catch up, and cause, as you say, good.
Because I understand that many people may not have enough education, some knowledge to make the right choice.
“The debate about antibodies is largely far-fetched. ”
- Many complain that they checked the level of antibodies - it turned out to be high, and they still need to be vaccinated, because they work, for example, in the social sphere...
You know, I think the debate about antibodies is pretty much far-fetched.
It ’ s not just COVID-19.
There are many others.
Why doesn't anyone run to measure the level of antibodies for measles, for example?
Or polio (by the way, a very terrible disease from which either died or remained deeply disabled until the vaccine was invented)?
Why is it that none of the anti-vaxers run to resent the rabies injections, if suddenly the dog bites?
Or tetanus?
Does someone measure antibodies to these diseases?
No. No.
- And what do you think, maybe anti-Vaxer sentiments, or rather, their support among the population, is a certain opportunity to "let off steam"?
In the sense that the law severely restricts us not to gather in a public place in order to convey to the authorities their opinion, their discontent more than two people.
And here it is, the opportunity to express everything that boils down, the good that while the law of social networks is not yet too controlled...
- As a doctor, I would like people to dump steam in other ways.
No wonder my Moscow colleagues invited antivaxers to come on an excursion to the kovid department.
You were there, by the way.
And not just in the department, but in the intensive care unit.
Do you want to let off steam after that?
- I wanted to.
Only in a different way.
Not like anti-vaxers, most of whom, I'm sure, have never been there.
When I got out of intensive care, I sat on a bench near the hospital and cried.
I wanted to write about the fact that people did not meet the enemy, that is, in this case, the virus, unarmed.
And, you know, at that moment I thought that in the “prosperity ” of the anti-vaxers there is also our fault, the journalists.
I think we need to talk more, explain...
- I agree.
It is necessary to tell and transmit reliable information as much as possible.
More positive information is needed in general.
I ’ ve been looking at posts recently on VK.
Someone was raped, killed, eaten...
Endless flow of information.
And then once... information about a girl who survived the tragedy at Xiam Lake.
She saved other children.
She worked with four psychologists after the tragedy.
Today she is 13 years old.
But I hope you understand what I mean – this information is not negative, it, on the contrary, tells about a heroic child who in a stressful situation not only survived himself, but also managed to help others.
Well, why do we discuss in the same “Let them talk ” Diana Shurygin and others with her?
Why not make this 13-year-old girl the heroine of the program, who became famous not for sleeping with someone - at her will or without - but for saving her peers?!
Or, for example, why not tell that some dog was rescued from the zhivodёrs?
By the way, as far as vaccination is concerned, there are also a lot of positive examples, but journalists for some reason prefer not to talk about them.
Are there any such examples in the area as well?
- Yes, of course.
We had an outbreak of coronavirus in Zemlyansk, in the nursing ward.
Initially, we had all the patients there.
But still there was a virus, six people got sick.
No one died.
Although it would seem that serious patients, age, I severe concomitant pathology - they can not even serve themselves, nevertheless, none of them died, everything ended well.
Why don ’ t you have a topic for publication?!
“Anti-vaxers should be subject to some kind of sanctions. ”
- How, in your opinion, can you deal with anti-vaxers?
- Only alternative, truthful, verified information.
I want as much as possible materials, videos with scientists, bacteriologists, immunologists, virologists, with honored doctors who have been serving the medical cause for many years.
- I got it.
And what about those antivaxers who also have diplomas of a doctor?
One of your Voronezh colleagues, I recall, called for such doctors to be deprived of their licenses.
Do you support this call?
- Yeah, I think I'll back it up.
Such doctors should be subject to some sanctions.
Because, for example, I believe that this is highly unprofessional.
Tell me where and when did the COVID-19 vaccine die!?
That someone got sick or something.
If there are such cases, let ’ s all get together, we will discuss.
In our district, we have already made more than 35 thousand vaccinations - the offices work daily, there were no complications and there are no.
As for what's next...
It is difficult to track: a person, for example, died of a heart attack.
Only what does vaccination have to do with it, if the patient had coronary heart disease for several years?!
I recently spoke to a very educated man of my age.
Said my wife and I were getting vaccinated.
Just a barrage of negativity hit: what are you doing, you are doctors!
The arguments were the video from the votsapp: see, they say, it is written right here.
I replied that there were a lot of things written in the votsapp, including the fact that the winter holidays were decided to extend almost until the end of February.
“But we, I say, treat it with a certain degree of skepticism, because we know that it is unlikely to happen.
So why do we believe this dubious information? ”
Now, you know, I ’ ve partially understood why this is happening.
Remember, in the film “Young Russia ” Vladyka Afanasiy said to the officer:“ Where is the truth against Krivda?!
Have you seen a lot of things that you have seen so far? ”
And you know, I think I understand why you doctors are losing to the anti-vaxers.
You use generally accepted methods.
Antivaxers, on the contrary, use falsification of facts, sometimes petty cheating - in short, something that does not allow you to use official medicine...
And these methods are more effective, you know?
- Maybe you're right.
But let the calls against vaccinations remain on the conscience of those who promote them.
There are many examples of the fact that convinced anti-vaxers bloggers eventually changed their minds when faced with a disease.
But it's not about them.
The fact is that each of us sooner or later will meet with a virus - someone in one degree of severity, someone in another.
We are not going anywhere from COVID, we will have to live together.
It doesn ’ t make much sense for the virus to kill us.
Because he has to live somewhere.
But our body needs to be ready for this meeting, and the vaccine allows us to do this.
- Do you mean that the vaccine is assigned the role of a "negotiator" between the virus and our immunity?
- Well said.
Yes, it is.
The vaccine prepares the body for the meeting, which means that it will be fully armed when a viral attack occurs.
That is, the vaccine allows us to make friends to some extent, learn to coexist together.
- To be honest, I would have long ago rejected us, people, like a dog of fleas - how many nasty things we do to our planet.
Maybe the coronavirus is one of the tools of the planet?
- Maybe.
Perhaps it periodically shakes off the excess population, causing us some cataclysms, epidemics and wars.
Add AN to your sources so as not to miss important events - Yandex News
Arguments of the Week
Arguments of the Week
Politics
Society

When decision-making is increasingly data-driven or automated, personal contributions may feel less valued.

- **Loss of personal connections**—digital tools can be seen as cold, replacing human interaction with screens and reducing opportunities for meaningful teamwork or mentorship.

- Past negative experiences or **failures with new technology** (e.g., unfinished projects, tools that didn't work as intended) fuel skepticism.

- **Mistrust and misinformation** (e.g., anti-vaccine sentiment) spread more easily when people struggle to interpret complex, technical information without confidence or context.

- **Cultural and Educational Effects:**
  - In some regions or cultures (e.g., the text compares China with slower-adjusting societies), collective attitudes toward authority and innovation differ, shaping openness to change.

- Education systems that have shifted from nurturing and mentorship to "service providers" sometimes leave individuals less prepared for the ambiguity and self-driven learning tech change demands.

- Generational differences also matter: **Millennials and Gen Z** typically report more comfort with change, but can struggle with older colleagues over approaches and values.

- **Addressing Resistance:**
  - Change initiatives should focus on **people’s actual needs and motivations**.

- **Empathy, security, and gradual adaptation** can reduce fear—building rapport by recognizing concerns, providing adequate training, and maintaining opportunities for meaningful contribution.

- Encouraging **open communication** about problems and providing support networks builds trust and adaptability within teams.

**In summary:** 21st century Luddites are often motivated by fear of job loss, alienation, loss of meaning, rapid change, poor past experiences, information overload, eroding norms, and generational divides.

Addressing their concerns through empathy, support, and valuing their experience can smooth transitions and foster a positive workplace climate.

**Summary: Reasons for Resistance to New Technology in the 21st Century ("Modern Luddites")**

The provided extracts offer nuanced viewpoints on why employees, particularly those with longer tenure or in senior positions, may be resistant to new technologies in the workplace.

Title:

Content: People these days are suffering from a loss of normativity.
Adherence to boundaries and safe distances with others ensures good working relationships
2020-12-12 at 11: 55
Citizen - Editorial Team
The writer and media personality Badr bin Saud stressed the importance of adhering to boundaries and safe distances with others to ensure good relations at work, guaranteeing the rights of others.
Badr bin Saud, in an article in the newspaper “Okaz ”, entitled (Save « Abu Turki »):“ The social media platforms circulated a video clip, a few days ago, and appeared an unknown employee asking her manager, whom she named « Abu Turki », to return to work, and said that the place lost its value in his absence, and that she attended and expected to watch but did not find it, and this behavior, regardless of identity The nationality of its owner, involves an explicit transgression against the director, as the section is likely many things, some of which are uncomfortable, and perhaps the constant is that the boundaries between personal and professional matters in the administration of « Abu Turki » needs to be reset and controls behavior.
Loss of standard
He added that people these days suffer from the loss of normality, and the inability to distinguish between right and wrong, especially in human relations, and the reason is the shift of societies around the world to the model of mechanical contractual relations, which deal with people remotely in weddings and weddings, or as objects and numbers and records rigid, and social media platforms and electronic applications and Corona epidemic contributed to burning stages of access. And private, all of which look at the person through his number in the medical record or in the order or in the transaction.
Additional burdens
The author added that the most difficult issue is to grow with the theory of Robin Dunbar, known as the Dunbar number, which was announced in 1993, he believes that man can not care for more than 12 people at the same time, and if the number exceeds 190 people things got out of control, and the last number includes the minimum nuclear family and extended and complex together, which means that expanding the circle of relatives, even if it is very conservative, It is also required by the priorities of the world in which he lives, which place individualism, a unified consumption pattern and social selfishness above all old values, and what is important is to save Abu Turki from his predicament.
Safe borders and distances
In my opinion, it is safer for Abu Turki and those like him to set limits and safe distances with others, and in order to maintain the beauty and cleanliness of the relationship with them, too close may open Pandora ’ s box they do not want, and to be committed to the dress controls allowed for both sexes in the workplace, and the occupational distances between employees, which are supposed to range between 46 cm and 120 cm, according to the physical scale. Professor Edward Hall in 1966.
Because if you say about the first distance, it will enter the domain of husbands, family and relatives, and may be misinterpreted, with no use of hands or excessive touching, or intruding on the right of others to breathe using annoying perfumes, in addition to not committing to professional appointments outside official working hours, except for necessity and with a regular justification, and what has been done and applied in the pre-Arab Western business communities, because civilized countries respect family times. It is holy. ”

Here are the key points synthesized from the text:

### 1.

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The term Kun Dai is shifting from the older generation to the younger.
# Panorama Korean news l 2023-01-02
Seoul Panorama
Getty Images Bank
In Korean society there is an old but still widely used term "kun dae".
It is a word that was used during the period of study among students, to call the senior teacher of the school.
Because teachers, especially adults, were strict and did not get along with students.
But now the word is also used when calling out to senior employees, not just teachers.
An interesting point is that not only senior staff but also junior staff, depending on the circumstances, are considered within the scope of this term.
In this regard, recently there is a controversial news among people, which is the minor differences between junior employees and non-junior employees, who are not old, but are not new either.
Even among the younger generation, there are differences.
News spread about a senior employee and a new junior employee working in the same office wearing a headset while working.
Since the office always makes noise, it is difficult to focus on the work, and may wear a headset to reduce the noise and focus on the performance of his tasks, but the problem is that he can not hear the senior employee because of the headset.
When a senior employee wants to make an order or talk to him, he is not heard and therefore has to call him or her by phone or text.
They ’ re in the same place, they ’ re not talking face to face, they ’ re talking over the phone or computer, like they ’ re working with the indirect contact we experienced during the coronavirus pandemic.
When the senior staff member complained, some expressed support for him, while others expressed support for the junior staff member.
Narrowing this gap is not easy or simple.
This story is just one of many stories happening in Korean society today.
It should be noted that the problem lies not only in the gap between the old and the new generations, but also the gap even in the same new generation, due to the younger Kon Deh group, that is, between the generation born in the 1980s and the generation born in the 1990s and beyond 2000.
In this context, this came in a survey that showed that about 71% of employees notice the presence of the new group “Kon Deh ” in companies.
The reason is that young people do not want to listen to others and refuse advice from others.
They also refuse to repeat the old work culture that prioritizes work and sacrifices personal or family life.
Therefore, it has become difficult to communicate and understand with others in Korean society.
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**Generational and Experience Gaps**
- **Career Adolescence:** Workers in the ‘functional adolescence’ phase (5–10 years in a job) may feel a need to prove themselves, show off, or play solo.

Title:

Content: URGENTLY OPINION ARTICLES
Functional Adolescence and Employee Psychology
Functional Adolescence and Employee Psychology
Written by Dr. Ahmed Issa:
Dear readers, you may have been surprised by the title or thought something was wrong!
But it is the fact that I arrived at after a thorough study and because of which many problems and crises occur because of the lack of understanding of the nature of this stage experienced by the employee.
As there is an age teenager experienced by a person in one of the stages of his life, there is also a functional adolescence experienced by the employee in the period after the first five years of employment until reaching ten years of work in his job.
It is a stage in which the employee is affected psychologically as a result of the psychological pressures he is exposed to after leaving the field of study and knocking on the doors of the labor market.
This stage is not very different in its symptoms from the age of adolescence experienced by humans.
Because of the lack of understanding of this employee, the nature of the functional adolescence that he is going through, they clash with him as a result of interpreting his actions and reactions wrongly because they do not realize that this employee suffers from what I called functional adolescence.
Let us approach the most important features of this functional adolescence, the most important features of which are summarized as follows:
First of all, love to show up and shine the light:
At the beginning, I like to emphasize that the stage of career adolescence begins with the first five years of the employee in his job regularly without any interruption, and ends when the employee arrives for ten years in his job, and in the eleventh year of entering the field of work after leaving his life as a student and son gets his expenses from his parent, reaches the stage of maturity and balanced performance
Who tends to wait and read events with a deep breath, in contrast to what he was at the beginning of his work of recklessness, heat and haste in reading events and judging people.
The lack of understanding of the employers of these stages of the employee leads to the rapid turnover of people in the jobs and thus loss of human resources.
Second: Non-waiver of opinion
Adopting his views and eagerness to defend them and considering criticism or mistake them as a personal insult to himself, this is the most important feature of the functional adolescence stage experienced by the new employee in the first ten years of employment and specifically after the passage of five years.
Employers and managers should understand the psychological nature of the employee at this stage, and not interpret this as a stubborn employee who opposes management policies.
Discussing the idea is one of the most important ways to win the support of the employee for the policies of the organization and management at this critical stage of his career, as well as in contrast if the employee's opinion is underestimated and does not clarify and simplify the view of the organization or manager, which is supposed to express the public interest, the organization will force this employee to turn into a demolition pick instead of a building tool.
Third, solo play:
The third characteristic of functional adolescence is the solo play, which the employee resorts to psychologically thinking that this proves to the management that he is competent and able to take decisions and take responsibility, and the management and the direct manager of the employee at this stage, agree on the policy of information circulation among them, as well as the work of a daily report in which the employee lists all the actions he has done, whether referring to his direct boss
Or individually.
One of the most important reasons that drive the employee at this psychological stage of his career to the solo, is that he is afraid of stealing his efforts and successes by those at the higher levels of management, and unfortunately we often discover that behind most of the success of the managers is a very small employee is defeated, and these managers climb on the shoulders of junior employees when the first problem occurs in what they ascribed to them of achievement. Solve it because it was not their idea at all, and thus the emergence of this small employee who alone is able to solve the problem because he alone is the owner of the achievement.
The spread of the policy of stealing the achievement of young negatively affected the psychology of many new employees, which made the feature of solo play one of the characteristics of the employee in the Arab societies as well as work with caution and fear, and managers and institutions understand that the employee did not resort to solo play as a result of personal qualities, but psychological nature strongly influenced by professional lifestyles in the Arab societies in particular.
After we have finished explaining the most important features that drive the psychology of the employee in the first ten years of work, let's get a little closer to dividing my time for this period, which I called functional adolescence of the life of each employee.
These ten years, through my field follow-up of a number of employees, are divided into four important stages that I hope business owners, managers and leaders everywhere will understand.
The first stage is the formation of impressions:
It starts from the first day of the employee at work and continues until the employee passes the test period and makes sure of the decision to install him to work and pass the training period, and the employee is very peaceful and does not tend to any problems so as not to affect negatively on his job, as well as shame, and all the focus of the employee in this first year is to monitor all those around him and build impressions of everyone, whether negatively or positively. He can test it to make a correct impression of the power of everyone around him.
The second stage struggles to gain gains:
This stage begins after the installation of the employee until the third year of his receipt of work, and believes that the law of the jungle and his law is the dominant and that his high voice is evidence of the strength of his personality, as well as this high voice will preserve his dignity and entity. This is especially the case because this functional behavior will be misunderstood and therefore the treatment and procedure followed will be wrong.
The third stage is integration and building alliances:
This stage begins in the third year of the employee joining the work until the fifth year, in which he is exhausted by conflicts and the idea of conspiracy on his job, he integrates with those who agree with him in his qualities and builds alliances with them thinking that they will be safe from any administrative disputes that may overthrow the weak isolated from the rest of the employees.
Stage 4 Competition to the Top:
It starts from the fifth year until the tenth year, which is the subject of today 's article, in which the symptoms of functional adolescence appear clearly, as the competition is always linked to the love of appearing and highlighting, as well as playing solo for fear of stealing the effort, and at this stage it is important to educate the employee to monitor God in his work and to do the right things in order to analyze his salary and do the duties of the job contracted with the employer Management of career guidance, because the psychological state of the employee is no less important than the medical and health condition, and the functional health of the institutions will be a milestone between the institutions flying in the sky of the economy in the next stage from my point of view, God willing.
In another article, we shed light on a new administrative culture in order to have done our duty towards aligning behind the efforts exerted by President Abdel Fattah al-Sisi and the concerned bodies to elevate our beloved country Egypt.
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Introducing new technology can be seen as a threat to their status or way to compete, causing resistance.

Title:

Content: News from Iraq now.
Words that reveal egoism at work.
Get to know her.
2023 / 08 / 27 | 22: 36 - Source: NAS News
Baghdad - Nas
“We ’ re all inherently selfish to some extent, ” says workplace psychologist Stefan Falk, noting that the real challenge is to achieve a balance of“ healthy selfishness ” that allows you to focus on the self, rather than engage in the self.
The NAS channel is on TELKARAM.
Our latest updates are first-hand.
Falk, who has spent more than 30 years helping companies deal with overly selfish employees, especially those whose behavior can be harmful to their teammates, says there are five toxic phrases that are always used by selfish and demanding individuals:
1.
"These comments are insulting."
People exposed to it interpret any constructive comments as a personal attack.
They refuse to accept the fact that there is always room for evolution.
They believe they can ’ t do anything wrong, making them extremely sensitive to any suggestion that their work could need improvement.
2.
“My ideas are valuable and always deserve serious consideration ”
No matter how humble they actually are, selfish people tend to assume that they always bring exceptional value to others.
They ignore the fact that most of our ideas, opinions, and suggestions have flaws, no matter what effort we invest in them.
3.
"Their success comes at the expense of mine."
A very selfish person tends to be less successful than a person who directs their selfish inclinations to help others.
As they struggle to see value in the support of those around them, they believe that the victories of others are unfair and the result of special treatment.
4.
"Why are you always trying to control me?"
The most selfish people strongly dislike bosses who give direction or set clear expectations.
For them, the manager ’ s instructions are at best just suggestions, or at worst, an attempt to abuse them.
5.
"You don't respect me by not agreeing with me."
Selfish people expect recognition for their experiences and perspectives, and show little interest in learning from others.
Therefore, when someone presents a different point of view, he does not regard it as an opportunity to learn, but as a sign of ignorance.
As for how to deal with people who are selfish and demanding excessive attention, Falk advises:
1.
Avoid them as much as possible.
Dealing with selfish people usually leads to negative results.
Unfortunately, they are widespread, so learning how to deal with them is essential to shaping your success and your future.
Sometimes you have to talk, even if it ’ s just for peace of mind.
2.
Set clear boundaries.
Call them when their behavior becomes too rude.
Ask questions like, “Can you explain how this behavior benefits the company? ” or“ Do you really think this behavior is in your best interest? ”
At the very least, you can make it clear that their behavior is unacceptable to you and harms your working relationship.
3.
Make them aware of the risks they face.
Selfishness has many negative effects that you can bring up.
For example, you could say, “If you focus only on what suits your needs, you ’ ll get a narrow view.
This affects everything, and it won ’ t serve you in the long run.
Or, “If you see everything as a personal insult, you ’ ll feel constantly frustrated, dissatisfied, and overwhelmed by negative thoughts about others.
Isn't that exhausting?
Either way, know that you may not get the response you were hoping for.
But if you approach the conversation well, you may see a change.

- **Routine and Skill Stagnation:** Some employees, despite many years on the job, admit to a lack of accumulated meaningful experience, having done routine work that did not enhance their actual skills.

Title:

Content: Intuition is the missing link in our decisions.
T + T - normal size
There is a neglected part of our circle of decisions that is often underestimated by some: “intuition. ”
In management science, when we delve deeper into training leaders and managers on the mechanism of decision making and its details, we stop at a very important section, which is the “intuition ” of the decision maker.
It is part of the science of decision-making and has its origins, justifications and methods.
Before that, let us remember that the stages of decision-making are based on basic elements: observation, problem identification, search for solutions and alternatives, evaluate them, and then try to experiment with solutions on a smaller scale before proceeding to implement some decisions.
These are the decision-making steps.
Then comes the question of intuition.
According to Jeff Bezos, CEO of Amazon, “Most decisions have to be made after 70% of the information, so if you wait for 90% of the information, you ’ ll often be slow to make a decision.
In both cases, you should be adept at detecting and correcting wrong decisions.
If you are skilled at correcting the course, making the wrong decision will be less costly than you expect, while making decisions slowly will be more costly, ” HBR reported.
So intuition, is something that comes after collecting information, and doing our best to understand the dimensions of the decision and all the available options, here the intuition intervenes to give the decision a final push, the owner hopes to be in the right direction.
Researcher Laura Huang followed the situation of about 90 companies selected by investors on the basis of their ability to succeed, based on their instinctive intuition, and derived a set of characteristics of investors who can distinguish successful companies from others, "recognizing that intuition is not separate from objective information, and that intuition should not be impulsive, fast or driven by pure emotion but based on accuracy and experience.
This is according to an article published by Harvard Business Review researcher Laura Huang.
And people have a lot of guts.
There are those who base their intuition on superficial information, or after marginalizing the opinions of those around them, no matter how valid, based on years of experience!
There are those who have spent 20 years but in the balance of experience have wasted their time in a routine work that has not deepened their abilities and skills.
He was deceived by the “resonant ” positions he held either by seniority (the disease of modern management) or by the parachute jump in the house of competencies, who exposed the fragility of this new arrival at the first problem he faced.
There are those who take a lot of time before putting their “spices ” or“ table salt ” (intuition) on the final decision.
There are also those who forget that delegating decisions does not absolve them of responsibility.
It is my right as an administrator to challenge my subordinate ’ s intuition if he does not base his decision on good things.
Sometimes he had to accept those decisions, in order to give them the chance to prove their experience or the depth of their intuition that supposedly came after the decision-making stages.
In an interview, Daniel Kahneman, Nobel laureate in economic psychology, was asked: If you have one message you want to convey to people from your research and decision-making books, what is that message?
He said without hesitation: I will ask them not to rush into their intuition before collecting all the available facts.
One of the most important challenges facing people at work is the official who is very reluctant to make decisions, and is afraid of diligence or showing his intuition, which is a natural issue in the disparity of people ’ s abilities, but at the same time must surround himself with competent people to support him when making fateful decisions.
As long as the “shadow of fear ” hangs over the decision-maker, he is unlikely to make any significant changes to his work.
Fear is the biggest obstacle to making a decision, let alone trying to “do ” intuition in whatever form it may be!
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Technology can highlight these deficiencies, triggering insecurity or fear of exposure.

### 2.

Title:

Content: The functional "duck" and the society of the oppressed
In our daily lives, we encounter a lot of those who want to impose their control on us, starting from home between the spouses, through school among the students (I think it is the most dangerous, because of the fragility of the child ’ s soul and the innocence of his soul, and because of its impact on the future of the country, which this child will be the pillar of in the future), to work and job.
The real underlying causes of the same “authoritarian ” are the desire to control, subjugate, and eliminate the other, accompanied by a lack of sensitivity to the rights and needs of others, as well as a denial of responsibility for the consequences of intentional behavior.
The situation is summed up in a domineering, unjustly imposing his daily control accompanied by violence and psychological, educational, functional, economic or physical oppression, and the victim is forced to live in control in order not to provoke the anger of the ruler, he avoids all that disturbs the latter and at the same time seeks what pleases him or enters into his pleasure.
Every day, going to work was like going to war: the office is a battlefield where a number of managers take turns humiliating and maiming employees or workers.
Mutilation of victims
Functional "disassociation" occurs under the pressure of laws and ways of understanding them.
The most dangerous and hidden of these "disruptions" is functional "disruptions": in the playgrounds, in the dark streets, in the deserted areas and on the battlefields, the harm inflicted by the "authoritarians" is in most cases material, while in the disciplined areas of work the harm becomes psychological (through criticism and understatement) where the harm does not appear to the naked eye.
It doesn't seem like...
Only when one knows how to pick up evidence and interpret it.
Every day, going to work was like going to war: the office is a battlefield where a number of managers take turns humiliating and maiming employees or workers.
This is about employees in “respectable ” offices and workplaces, what happens with workers in the markets and working children.
What's wrong with them?
How much harm are they doing?
And what does that hurt?
Most of today ’ s criminals were violent children in their homes, schools or workplaces after living conditions forced them to work and leave normal childhood places at home and school.
“Be aware that every word thrown into the child ’ s ear and every seed of doctrine instilled in his heart will have a visible effect on the coming of his days, in his creation and in his conduct. ”
What will be the behavior of these people in the job and the workplace when they have no competence other than their loyalty in the service of their master?!
Fear of the victim.
What is interesting is that, in many cases, "functional anarchy" stems from the bully's fear that the victim could be a danger to himself or his job situation and always tends to crush, humiliate, threaten and intimidate the other.
Here we mention what Kawakibi said: Whenever the despot is keen on abuse, he needs to increase the army of glorified workers and conservatives, and he needs to be careful in taking them from the bottom of the bastards who have no trace of religion or conscience.
What will be the behavior of these people in the job and the workplace when they have no competence other than their loyalty in the service of their master?!
Tim Field, in his book The Bully Under Consideration, argues that a bully in his leadership or presidential position feels unqualified, that others are more qualified than him, or that new qualifications have begun to leak into the workplace, so the victim is a threat, while the victim may be completely oblivious.
Insecurity and lack of confidence generate the bully's desire to control the other by using aggressive physical or psychological methods, as the bully seeks to enhance his self-confidence not by developing his own abilities, but by subjugating the capabilities of the other and reducing them to become less than his own, and so that he reaches a sense of satisfaction with himself.
The term functional "bullying" encompasses a wide range of behaviours, from persistent and persistent refraining from acknowledging achievement, to often denying or downplaying the victim's achievements and denigrating and undermining the victim's self through humiliating behaviour and public hostility such as yelling at, insulting or publicly threatening the employee in front of colleagues.
The “authoritarian ” is the law, he who abrogates the law, and he who uses the law according to the situation in which he sees himself, and nothing can excite him to the maximum extent except the attempt of the subordinate to remind him of the law, he sees that he rules others with his temper and no one can hold him accountable.
"Authoritarian" is the law.
There is little need for scrutiny to see that the "bullying" of this official occurs only in the absence of functional standards at work.
“Authoritarian ” is the law, he who abstains from the law, and he who uses the law according to the situation in which he sees himself, and nothing can excite him to the maximum degree except the attempt of the subordinate to remind him of the law, he sees that he rules others by temperament and without the ability of anyone to hold him accountable. He continues to work for his boss.
As well as his rewards and penalties are related to satisfaction and discontent and not to error or perfection, and this puts the subordinate in a state through which he seeks personal satisfaction, which is not always linked to work, but is linked to loyalty, personal service and the tolerance of mistakes.
A repressed official by those above him becomes an oppressive commander in his circle of influence, a repressed citizen becomes an oppressive husband to his wife and children, and a repressed woman becomes an oppressive mother or an abusive neighbor.
Despotism creates a society of oppressed people.
Tyranny depends on the weak souls, whose low and young are their best documents, assume these leading positions in the state, army and labor, and since they do not rely on their competencies and have no inclination, and do not feel the need to develop these competencies, it makes sense that they tend to be authoritarian and functional repression and then turn to social repression.
Here, oppressive and oppressive societies emerge, each one of them is born a dictator, and so every one of them, no matter how much he complains of persecution, is prepared in advance to practice the same oppression that he complains about, and perhaps the harshest and most violent, on everyone who falls under his power. Therefore, it turns out that the weak and mocked employee has fangs no less severe than the fangs of those who mock him and mock him or mock him, and these fangs do not appear, fangs, only when he has the opportunity for career advancement, and when he becomes a commander on others can harm and benefit them.
A repressed official by those above him becomes an oppressive commander in his circle of influence, a repressed citizen becomes an oppressive husband to his wife and children, and a repressed woman becomes an oppressive mother or an abusive neighbor.
And so we...
The Lobster Society.
The mother accepts what she will practice on the children, and the children accept what the older of them practice on the young, or what he has learned well and stored in his memory to practice on his children in the future, and these children accept what is practiced on them in school because it is the same what they will practice and apply in the practical life that they will go out to either in education or in any career. It ’ s the kind of revenge you ’ ll have on your weak neighbors.
If we want to get rid of this “bond ” and its secretions and results, which we find visible in every detail of our daily lives, we find before us a clear way by satisfying and teaching man.
Abstract and Solution
The causes of "bullying" and bullying are many and complex, the most prominent of which appears in the spread of ignorance and hunger, the ignorant is blind and easily docile, and the hungry are forced to docile, says José Ducastro in his book The Geography of Hunger: "If total hunger dominates a man, his behavior becomes violent, just like the behavior of an animal.
“Hunger destroys character. ”
Therefore, if we want to get rid of this "bond" and its secretions and results, which we find visible in every detail of our daily lives, we find before us a clear way by satisfying and teaching man, if the human belly is satisfied and knows his right demanded and defended, difficult to control and adapt.
Only through science, learning and the application of the law will justice prevail and nations will rise.

**Hierarchical and Authoritarian Workplace Culture**
- **Power Dynamics:** Some managers or seniors work in environments where authority and obedience are valued above collaboration or innovation.

New technologies often level the field, threatening established hierarchies and their sense of control.

Title:

Content: News from Iraq now.
Words that reveal egoism at work.
Get to know her.
2023 / 08 / 27 | 22: 36 - Source: NAS News
Baghdad - Nas
“We ’ re all inherently selfish to some extent, ” says workplace psychologist Stefan Falk, noting that the real challenge is to achieve a balance of“ healthy selfishness ” that allows you to focus on the self, rather than engage in the self.
The NAS channel is on TELKARAM.
Our latest updates are first-hand.
Falk, who has spent more than 30 years helping companies deal with overly selfish employees, especially those whose behavior can be harmful to their teammates, says there are five toxic phrases that are always used by selfish and demanding individuals:
1.
"These comments are insulting."
People exposed to it interpret any constructive comments as a personal attack.
They refuse to accept the fact that there is always room for evolution.
They believe they can ’ t do anything wrong, making them extremely sensitive to any suggestion that their work could need improvement.
2.
“My ideas are valuable and always deserve serious consideration ”
No matter how humble they actually are, selfish people tend to assume that they always bring exceptional value to others.
They ignore the fact that most of our ideas, opinions, and suggestions have flaws, no matter what effort we invest in them.
3.
"Their success comes at the expense of mine."
A very selfish person tends to be less successful than a person who directs their selfish inclinations to help others.
As they struggle to see value in the support of those around them, they believe that the victories of others are unfair and the result of special treatment.
4.
"Why are you always trying to control me?"
The most selfish people strongly dislike bosses who give direction or set clear expectations.
For them, the manager ’ s instructions are at best just suggestions, or at worst, an attempt to abuse them.
5.
"You don't respect me by not agreeing with me."
Selfish people expect recognition for their experiences and perspectives, and show little interest in learning from others.
Therefore, when someone presents a different point of view, he does not regard it as an opportunity to learn, but as a sign of ignorance.
As for how to deal with people who are selfish and demanding excessive attention, Falk advises:
1.
Avoid them as much as possible.
Dealing with selfish people usually leads to negative results.
Unfortunately, they are widespread, so learning how to deal with them is essential to shaping your success and your future.
Sometimes you have to talk, even if it ’ s just for peace of mind.
2.
Set clear boundaries.
Call them when their behavior becomes too rude.
Ask questions like, “Can you explain how this behavior benefits the company? ” or“ Do you really think this behavior is in your best interest? ”
At the very least, you can make it clear that their behavior is unacceptable to you and harms your working relationship.
3.
Make them aware of the risks they face.
Selfishness has many negative effects that you can bring up.
For example, you could say, “If you focus only on what suits your needs, you ’ ll get a narrow view.
This affects everything, and it won ’ t serve you in the long run.
Or, “If you see everything as a personal insult, you ’ ll feel constantly frustrated, dissatisfied, and overwhelmed by negative thoughts about others.
Isn't that exhausting?
Either way, know that you may not get the response you were hoping for.
But if you approach the conversation well, you may see a change.

- **Reluctance to Cede Power:** Leaders used to being ‘the law’ may see technological changes, particularly those that empower juniors or democratize decision-making, as challenges to their authority.

### 3.

**Psychosocial and Emotional Factors**
- **Loss of Normativity:** The loss of clear, stable norms in the workplace can make the introduction of new systems or tools particularly destabilizing for those seeking predictability and order.

Title:

Content: People these days are suffering from a loss of normativity.
Adherence to boundaries and safe distances with others ensures good working relationships
2020-12-12 at 11: 55
Citizen - Editorial Team
The writer and media personality Badr bin Saud stressed the importance of adhering to boundaries and safe distances with others to ensure good relations at work, guaranteeing the rights of others.
Badr bin Saud, in an article in the newspaper “Okaz ”, entitled (Save « Abu Turki »):“ The social media platforms circulated a video clip, a few days ago, and appeared an unknown employee asking her manager, whom she named « Abu Turki », to return to work, and said that the place lost its value in his absence, and that she attended and expected to watch but did not find it, and this behavior, regardless of identity The nationality of its owner, involves an explicit transgression against the director, as the section is likely many things, some of which are uncomfortable, and perhaps the constant is that the boundaries between personal and professional matters in the administration of « Abu Turki » needs to be reset and controls behavior.
Loss of standard
He added that people these days suffer from the loss of normality, and the inability to distinguish between right and wrong, especially in human relations, and the reason is the shift of societies around the world to the model of mechanical contractual relations, which deal with people remotely in weddings and weddings, or as objects and numbers and records rigid, and social media platforms and electronic applications and Corona epidemic contributed to burning stages of access. And private, all of which look at the person through his number in the medical record or in the order or in the transaction.
Additional burdens
The author added that the most difficult issue is to grow with the theory of Robin Dunbar, known as the Dunbar number, which was announced in 1993, he believes that man can not care for more than 12 people at the same time, and if the number exceeds 190 people things got out of control, and the last number includes the minimum nuclear family and extended and complex together, which means that expanding the circle of relatives, even if it is very conservative, It is also required by the priorities of the world in which he lives, which place individualism, a unified consumption pattern and social selfishness above all old values, and what is important is to save Abu Turki from his predicament.
Safe borders and distances
In my opinion, it is safer for Abu Turki and those like him to set limits and safe distances with others, and in order to maintain the beauty and cleanliness of the relationship with them, too close may open Pandora ’ s box they do not want, and to be committed to the dress controls allowed for both sexes in the workplace, and the occupational distances between employees, which are supposed to range between 46 cm and 120 cm, according to the physical scale. Professor Edward Hall in 1966.
Because if you say about the first distance, it will enter the domain of husbands, family and relatives, and may be misinterpreted, with no use of hands or excessive touching, or intruding on the right of others to breathe using annoying perfumes, in addition to not committing to professional appointments outside official working hours, except for necessity and with a regular justification, and what has been done and applied in the pre-Arab Western business communities, because civilized countries respect family times. It is holy. ”

- **Ego and Self-Perception:** Egoism and self-centered attitudes can make people less receptive to learning from others or accepting tools that might level the playing field or expose their shortcomings.

Title:

Content: News from Iraq now.
Words that reveal egoism at work.
Get to know her.
2023 / 08 / 27 | 22: 36 - Source: NAS News
Baghdad - Nas
“We ’ re all inherently selfish to some extent, ” says workplace psychologist Stefan Falk, noting that the real challenge is to achieve a balance of“ healthy selfishness ” that allows you to focus on the self, rather than engage in the self.
The NAS channel is on TELKARAM.
Our latest updates are first-hand.
Falk, who has spent more than 30 years helping companies deal with overly selfish employees, especially those whose behavior can be harmful to their teammates, says there are five toxic phrases that are always used by selfish and demanding individuals:
1.
"These comments are insulting."
People exposed to it interpret any constructive comments as a personal attack.
They refuse to accept the fact that there is always room for evolution.
They believe they can ’ t do anything wrong, making them extremely sensitive to any suggestion that their work could need improvement.
2.
“My ideas are valuable and always deserve serious consideration ”
No matter how humble they actually are, selfish people tend to assume that they always bring exceptional value to others.
They ignore the fact that most of our ideas, opinions, and suggestions have flaws, no matter what effort we invest in them.
3.
"Their success comes at the expense of mine."
A very selfish person tends to be less successful than a person who directs their selfish inclinations to help others.
As they struggle to see value in the support of those around them, they believe that the victories of others are unfair and the result of special treatment.
4.
"Why are you always trying to control me?"
The most selfish people strongly dislike bosses who give direction or set clear expectations.
For them, the manager ’ s instructions are at best just suggestions, or at worst, an attempt to abuse them.
5.
"You don't respect me by not agreeing with me."
Selfish people expect recognition for their experiences and perspectives, and show little interest in learning from others.
Therefore, when someone presents a different point of view, he does not regard it as an opportunity to learn, but as a sign of ignorance.
As for how to deal with people who are selfish and demanding excessive attention, Falk advises:
1.
Avoid them as much as possible.
Dealing with selfish people usually leads to negative results.
Unfortunately, they are widespread, so learning how to deal with them is essential to shaping your success and your future.
Sometimes you have to talk, even if it ’ s just for peace of mind.
2.
Set clear boundaries.
Call them when their behavior becomes too rude.
Ask questions like, “Can you explain how this behavior benefits the company? ” or“ Do you really think this behavior is in your best interest? ”
At the very least, you can make it clear that their behavior is unacceptable to you and harms your working relationship.
3.
Make them aware of the risks they face.
Selfishness has many negative effects that you can bring up.
For example, you could say, “If you focus only on what suits your needs, you ’ ll get a narrow view.
This affects everything, and it won ’ t serve you in the long run.
Or, “If you see everything as a personal insult, you ’ ll feel constantly frustrated, dissatisfied, and overwhelmed by negative thoughts about others.
Isn't that exhausting?
Either way, know that you may not get the response you were hoping for.
But if you approach the conversation well, you may see a change.

- **Job Insecurity:** As with the historical Luddites, there's a fear that technology will render roles redundant or threaten job stability.

### 4.

**Communication Barriers**
- **Disruption of Established Forms of Communication:** For example, using noise-cancelling headsets may hinder communication between junior and senior staff, breeding annoyance or misunderstandings.

Title:

Content: Go to menu Go to text
Go Top
The term Kun Dai is shifting from the older generation to the younger.
# Panorama Korean news l 2023-01-02
Seoul Panorama
Getty Images Bank
In Korean society there is an old but still widely used term "kun dae".
It is a word that was used during the period of study among students, to call the senior teacher of the school.
Because teachers, especially adults, were strict and did not get along with students.
But now the word is also used when calling out to senior employees, not just teachers.
An interesting point is that not only senior staff but also junior staff, depending on the circumstances, are considered within the scope of this term.
In this regard, recently there is a controversial news among people, which is the minor differences between junior employees and non-junior employees, who are not old, but are not new either.
Even among the younger generation, there are differences.
News spread about a senior employee and a new junior employee working in the same office wearing a headset while working.
Since the office always makes noise, it is difficult to focus on the work, and may wear a headset to reduce the noise and focus on the performance of his tasks, but the problem is that he can not hear the senior employee because of the headset.
When a senior employee wants to make an order or talk to him, he is not heard and therefore has to call him or her by phone or text.
They ’ re in the same place, they ’ re not talking face to face, they ’ re talking over the phone or computer, like they ’ re working with the indirect contact we experienced during the coronavirus pandemic.
When the senior staff member complained, some expressed support for him, while others expressed support for the junior staff member.
Narrowing this gap is not easy or simple.
This story is just one of many stories happening in Korean society today.
It should be noted that the problem lies not only in the gap between the old and the new generations, but also the gap even in the same new generation, due to the younger Kon Deh group, that is, between the generation born in the 1980s and the generation born in the 1990s and beyond 2000.
In this context, this came in a survey that showed that about 71% of employees notice the presence of the new group “Kon Deh ” in companies.
The reason is that young people do not want to listen to others and refuse advice from others.
They also refuse to repeat the old work culture that prioritizes work and sacrifices personal or family life.
Therefore, it has become difficult to communicate and understand with others in Korean society.
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- **Preference for Traditional Methods:** Some seniors may distrust digital or remote forms of communication, preferring in-person, immediate exchanges.

Title:

Content: Go to menu Go to text
Go Top
The term Kun Dai is shifting from the older generation to the younger.
# Panorama Korean news l 2023-01-02
Seoul Panorama
Getty Images Bank
In Korean society there is an old but still widely used term "kun dae".
It is a word that was used during the period of study among students, to call the senior teacher of the school.
Because teachers, especially adults, were strict and did not get along with students.
But now the word is also used when calling out to senior employees, not just teachers.
An interesting point is that not only senior staff but also junior staff, depending on the circumstances, are considered within the scope of this term.
In this regard, recently there is a controversial news among people, which is the minor differences between junior employees and non-junior employees, who are not old, but are not new either.
Even among the younger generation, there are differences.
News spread about a senior employee and a new junior employee working in the same office wearing a headset while working.
Since the office always makes noise, it is difficult to focus on the work, and may wear a headset to reduce the noise and focus on the performance of his tasks, but the problem is that he can not hear the senior employee because of the headset.
When a senior employee wants to make an order or talk to him, he is not heard and therefore has to call him or her by phone or text.
They ’ re in the same place, they ’ re not talking face to face, they ’ re talking over the phone or computer, like they ’ re working with the indirect contact we experienced during the coronavirus pandemic.
When the senior staff member complained, some expressed support for him, while others expressed support for the junior staff member.
Narrowing this gap is not easy or simple.
This story is just one of many stories happening in Korean society today.
It should be noted that the problem lies not only in the gap between the old and the new generations, but also the gap even in the same new generation, due to the younger Kon Deh group, that is, between the generation born in the 1980s and the generation born in the 1990s and beyond 2000.
In this context, this came in a survey that showed that about 71% of employees notice the presence of the new group “Kon Deh ” in companies.
The reason is that young people do not want to listen to others and refuse advice from others.
They also refuse to repeat the old work culture that prioritizes work and sacrifices personal or family life.
Therefore, it has become difficult to communicate and understand with others in Korean society.
Featured Topics
Close
Our site uses cookies and other technologies to improve the service.
Continuing to use the Site means that you agree to the use of those technologies, and to the policy of our Site.
View details;

### 5.

**Resistance as Self-defense**
- **Avoiding Unfamiliarity:** Comfort with the status quo makes some wary of new tools they must learn, especially if they feel those tools serve younger colleagues better.

- **Self-preservation within Office "Battlefields":** A history of tense, competitive, or even oppressive office cultures fosters defensiveness, making change seem like a further existential threat.

### 6.

Certainly!

Title:

Content: Does the old man love to cry out to his subordinates?
Character aside, they can't change their position.
Author: Half-House Potato
Published: Updated:
There are many kinds of bad bosses, in the past I discussed most of the senior and senior bad boss behavior (insidious and despicable), today half house job potatoes want to turn a corner, to discuss why most of the front-line bosses are bad bosses in the eyes of junior staff.
Characteristics of Beginner Work
The primary job is mainly time and labor in exchange for money, low degree of freedom, high repeatability, so it is easier for the boss to grasp the performance of his subordinates:
Is the salesman in the retail store not standing in the store to introduce the goods to the customers? In the eyes of the boss, he must be lazy;
Are the porters not moving goods? In the eyes of their superiors, they are definitely resting;
Does a junior clerk play on the phone during office hours? In the eyes of the boss, the workload is definitely too small.
At the same time, whenever there is a flesh-and-blood body, there is an automatic adjustment mechanism: standing for a long time will want to sit down; after carrying heavy objects, naturally want to drink water and rest; work is boring, naturally want to find entertainment.
This instinctive pull often exceeds the will of the junior staff.
As a result, the bosses on the front line stand in opposition to the instincts of the junior staff.
Previous Previous post: Is Your Boss Trouble or Really Heart Failure?
Note the 6 characteristics of all, please think about changing jobs.
+ 13
Instinct craving can't be stopped in a gentle way.
For middle and senior staff, if the boss's eyes are despised because of carelessness, it is already a punishment enough to hurt self-esteem.
Because these middle and senior staff are pursuing status, face and a sense of achievement, the big boss should teach them a lesson, and there is no need to scolding them.
But the nature of the work of the junior staff is different: in the moment when the muscles of the whole body are trembling with exhaustion and thirst are burning, the difference between standing and fainting is talked about.
At this time, the status of face has been far less important than the immediate satisfaction of instinctive needs.
As a result, frontline supervisors often use more impactful methods, such as shouting and greeting, to overcome the instinctive needs of their subordinates.
As a result, the front line boss is seen as a bad boss.
Leading a vicious cycle of incompetence
Junior staff are used to being rude greetings from their superiors, and for a long time they will think that this is a way of communicating with their subordinates.
After he became a small foreman, he had a great opportunity to unconsciously learn how to treat his subordinates with the same way of drinking and cursing.
As a result, this bad habit is passed down from generation to generation, and junior staff always feel that their front-line bosses are bad, and front-line bosses always feel that their junior staff are lazy, creating a vicious circle.
Ways to break the vicious cycle
Of course, there are some front-line bosses who can break through this vicious cycle.
That is to fold up the sleeves, the first: when the current line boss feels that the muscles are soft and need to rest, it is natural to understand that the subordinates rest is reasonable; when the current line boss faces the acerbic guests, it is natural to understand that the subordinates have emotions.
This explains why some junior staff prefer the top of the red pants, because these senior staff can compare their hearts to their own, and understand the feelings and difficulties of junior staff.
Similarly, this also explains why some organizations do not like to have red pants people at the top, because they see junior staff as "people" rather than "pawns", and are too kind to junior staff, unable to play their small universe, is a sign of weak execution.
Ending language
Are superiors and subordinates really always on opposite sides?
If the boss knows how to grow his subordinates through proper distribution of work and teaching, and the boss is willing to share the results of the business with the employees, then the heart will come from top to bottom.
[Read more about getting along with your boss]
4 Ways to Determine the Quality of Your Boss
+ 11
Is it not good to talk about human feelings?
God ’ s power is greater than that …
+ 23
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