**Nuggets on 21st Century Luddites and Workplace Technology Resistance**

1.

**Luddite Origins & Perception:** The original Luddites emerged in early 19th-century England as workers who destroyed machines, fearing those threatened their livelihoods.

While folk heroes like Robin Hood were romanticized, Luddites gained a negative image — wrongly portrayed as anti-progress, rather than as people concerned over unfair impacts of rapid technological change.

**Power Dynamics:** The legend of Ned Ludd threatened elite interests more directly than Robin Hood’s myth, because it challenged not just unfair wealth distribution but the legitimacy of profit derived from replacing human labor with machines without regard for worker well-being.

**Management Behavior:** Historically, aggressive business leaders introduced new tech with little regard for making outcomes beneficial for all (‘win-win’).

Workers often opposed technology change not because of fear of innovation itself, but because no one addressed how the changes would affect their lives or jobs.

**21st Century Technology Resistance – Causes:**
   - **Job Security:** Many fear that new technologies could render their skills obsolete or eliminate their jobs entirely, echoing historic Luddite anxieties in the modern workplace.

- **Loss of Control and Comfort:** Technology brings unfamiliar tools, workflows, and expectations, leading to anxiety and a sense of lost autonomy or expertise, especially for those who have developed mastery in existing systems.

- **Cultural and Generational Gaps:** There’s often a generational divide in openness to technology.

For instance, older employees may find remote work tools or digital communication less intuitive, leading to resistance or disengagement.

- **Lack of Inclusion in Decisions:** Resistance often arises when employees feel changes are imposed ‘top-down’, with little consultation, transparency, or support.

- **Increased Stress and Workload:** New tech can mean steeper learning curves, greater performance pressures, and blurred work-life boundaries — especially evident in remote/hybrid work contexts.

- **Erosion of Trust:** Rapid or poorly managed tech transitions can undermine trust in leadership.

Employees need core values like safety, connection, and respect reinforced during transitions.

- **Mental Health Factors:** Technology changes (including remote work) can exacerbate feelings of anxiety, depression, and loneliness, especially among younger workers.

A lack of in-person connection impedes learning and engagement.

**Building Positive Work Environments:**
   - **Empathy & Understanding:** Understanding colleagues’ reasons for resisting tech (job fears, discomfort, generational differences) can foster better rapport.

- **Communication:** Open dialogue about changes, listening to concerns, and seeking ‘win-win’ outcomes help ease resistance.

- **Support and Inclusion:** Training, inclusion in decision-making, and showing respect for existing expertise encourage more positive attitudes toward new tech.

**Summary:** Modern ‘Luddites’ often resist technology not because they reject innovation, but due to legitimate concerns about job security, changes to workplace culture, and lack of support from management.

Addressing these issues empathetically can build trust, reduce friction, and create a friendlier workplace.

**Nuggets of Information: 21st Century Luddism and Resistance to Technology**

1.

**Emotional and Social Factors in Resistance**
  - Resistance to new technology is not always rational; emotional and social factors play a major role.

The absence of shared norms and collective purpose can make people feel isolated, more focused on individual survival than common progress.

- Emotions such as anxiety, fear, and nostalgia for a more comprehensible or community-oriented past can drive resistance.

- The inability or difficulty in articulating and processing complex emotions related to technological change (as suggested by Goleman’s work) can amplify discomfort.

**Generational Differences and Value Shifts**
  - Older workers often struggle to understand younger colleagues’ work habits, motivations, and attitudes, fueling skepticism toward technologies associated with new work cultures.

- A shift towards valuing individual identity, emotional fulfillment, and meaningful work is seen in younger generations (Gen Y, Z), whereas older generations may view traditional markers of success (purpose, collective goals, legacy) as foundational.

**Perceived Threats to Jobs and Status**
  - Historical Luddites attacked machines out of fear for their livelihood; similarly, modern “Luddites” may fear job loss, redundancy, or a drop in status as roles are automated or transformed.

- There’s a sense that rapid technological change benefits certain professions or demographics (e.g., programmers) while making others (e.g., factory workers) more vulnerable, deepening resistance.

**Pace of Change & Overwhelm**
  - The accelerated pace of technological innovation leads to fatigue and skepticism, as some struggle to keep up or see regular change as disruptive rather than empowering.

- The high speed of modern life, with constant adaptation required, can overwhelm and demotivate employees, leading them to resist additional novelty or transformation.

**Challenges of Meaning and Purpose**
  - Many employees believe that the meaning of their work is being lost amid efficiency and automation drives.

The feeling of being a “cog in the system” diminishes engagement with new technologies.

- Supervisors may worry that technology erodes the human aspects of work — personal interaction, mentorship, and the satisfaction derived from overcoming challenges together.

**Education, Expertise, and Trust**
  - Some resistance stems from difficulties in understanding complex new tools or mistrust in the experts promoting them, especially when educational backgrounds differ.

- Those unable to fully evaluate technological risks and benefits may prefer familiar methods, fearing manipulation or negative consequences (as seen in skepticism toward vaccines or digital tools).

**Collaboration, Inclusion, and Leadership Styles**
  - Successful adaptation depends on leadership styles that prioritize people, personal needs, and careful change management, rather than imposing top-down technological solutions.

- Resistance can sometimes be mitigated by involving employees in decision-making, addressing their concerns, and linking technology adoption to personal and shared goals.

---

**Summary:**
21st-century resistance to new technologies—modern Luddism—is shaped by emotional, social, and generational factors; perceived threats to job security and meaning; overwhelm from rapid change; and mistrust or lack of understanding.

Building rapport with such colleagues requires empathy, inclusive leadership, and addressing both practical and psychological needs during technological transitions.

**Nugget Summary: 21st Century Luddites — Resistance to Technology in the Workplace**

1.

**Generational & Career Stage Gap:** There’s a communication breakdown between more senior staff and younger employees, partly rooted in stages of “functional adolescence.” This refers to employees — typically those with 5–10 years tenure — who become more defensive, independent, and eager to showcase achievements solo.

This may manifest as reluctance to follow advice or engage with new processes, including technological solutions, especially if they did not originate the idea themselves.

**Threat to Authority & Control:** Some managers feel new technology diminishes their authority, expertise, or unique value.

Introduction of tech is perceived as undermining their traditional abilities or their control within the workplace hierarchy.

For some, technology removes the “special powers” they hold by virtue of experience or knowledge, equating its adoption with a loss of status.

**Insecurity & Fear of Redundancy:** Just as historical Luddites feared for their jobs, modern skeptics may worry that automation or new digital systems could make them obsolete or underappreciated.

This insecurity can be exacerbated by management structures that reward cost-cutting or seek to replace “expensive” human input with technology.

**Ego, Ownership and Recognition:** Resistance can be rooted in ego and the desire for individual recognition.

When technological change comes from someone else — management, “tech people,” younger staff — there can be resentment (“they get credit, not me”) or suspicion (“they don’t understand the job the way I do”).

**Intuition vs. Algorithm:** There is a divide between decision-making based on “intuition” (gut feeling, judgment honed over years) versus standardized, algorithm-driven approaches that technology enforces.

Veterans may view technological processes as undermining their nuanced understanding of the job.

**Cultural & Psychological Factors:** Organizational culture shaped by authoritarian or repressive management amplifies unwillingness to embrace change.

In rigid hierarchies, change is suspect — often perceived as a threat to established “norms” or as top-down interference, especially when workplaces have histories of mistrust or unhealthy competition.

**Loss of Human Connection:** Some feel technology erodes direct communication (preferring calls or face-to-face interactions over texts/emails) and promotes impersonal or transactional relationships at work.

This can lead to an environment where individuals feel unheard or undervalued.

**Platform Capitalism & Flexibility:** The rise of platform-based work and hybrid models raises new anxieties about job security, surveillance, and erosion of traditional work/life boundaries, leading to skepticism or pushback against such technologies.

Understanding these reasons can help you empathize with those who seem resistant, including your supervisor, and inform strategies for building rapport and encouraging a more open attitude towards change.

**Nuggets on 21st Century Luddites and Workplace Technology Resistance**

1.

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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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**Luddite Origins & Perception:** The original Luddites emerged in early 19th-century England as workers who destroyed machines, fearing those threatened their livelihoods.

Title:

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

While folk heroes like Robin Hood were romanticized, Luddites gained a negative image — wrongly portrayed as anti-progress, rather than as people concerned over unfair impacts of rapid technological change.

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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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**Power Dynamics:** The legend of Ned Ludd threatened elite interests more directly than Robin Hood’s myth, because it challenged not just unfair wealth distribution but the legitimacy of profit derived from replacing human labor with machines without regard for worker well-being.

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Content: Office frenemies

Q: I have worked at a small marketing company for about seven years. As working from home has ended, my company has rented a new office space. I am less excited to go back to the office than I thought I would be. After a couple of months of the office being open, I hadn’t gone until last week. For lunch, I mentioned to colleagues that we could walk downtown, and one of them said, “Let’s check the weather,” but we all knew it was raining. Then she suggested we walk in the rain to a different restaurant, so it was clear the weather was not the issue; accepting my suggestion was the problem.

During lunch, one colleague cut me off mid-story to share her entree with someone. It seemed so pointed that she didn’t want to listen to me, I didn’t finish my story, and there was an awkward silence at the table while the conversation shifted. After lunch we returned to the office, and they opted to work in a shared space without inviting or telling me. On my way out, they mentioned they were discussing how to shape the new role I’d suggested for my one direct report, also without inviting me.

My office is made up of 20 women and five men, and while I am 100% in favor, in theory, of working in a mostly women-led work space, my company feels cliquey and sophomoric and kind of ageist at times, too. Is this because of gender and generational differences? I am 50 and a writer and my entree-sharing lunch companion is 30 and the financial and operations manager. Our company is about 40% Gen X and 60% millennial. What do you think is going on? While there are things I like about this job, I am, in some ways, the most unhappy I’ve been. Many colleagues of all ages and genders say this is the best job they’ve ever had. Should I find a new job? Should I confide in someone else at my office?

— Anonymous

A: This letter certainly took a turn. In an environment where some people work from home while others work in an office, it can be challenging to feel as if you’re a part of the office culture and are being included in both formal and informal conversations. While you were working from home, your colleagues developed relationships that are making you feel excluded. That’s never a comfortable feeling, but I am certain there are several steps between an awkward day at the office and looking for new work. You clearly feel out of sync with your colleagues. Maybe it’s age, gender, generation or a combination of all three, but these are not insurmountable obstacles. What can you do to develop stronger relationships with your colleagues?

Consider a hybrid schedule where, perhaps, you work from home three days a week and go into the office twice a week so you can maintain deeper personal relationships and feel more like a part of the office culture. Get to know your colleagues without making assumptions. Be open to moving out of your comfort zone. You ask, “What do you think is going on?” I’m not sure anything is going on. I will note that your statement about being theoretically open to women-led work environments leads me to believe that you might be harboring some biases that are worth examining because maybe they are getting in the way of fostering good relationships with your colleagues. You went from women at work to “cliquey and sophomoric” really fast. To be clear, we all have biases. What matters is that we are willing to examine them, honestly, and work to overcome them.

Exit strategies

Q: I took a job working for a colleague I’ve known for many years. I’ve always thought she was great. She complained a bit in the past, but I thought it was the norm for middle management. Now she’s the senior person and she complains about everyone. According to her, she had to rewrite and redo basically everything because x, y and z staffers did a bad job. Everyone who makes a presentation is terrible (she’s not actually very good!). She’s always right (and often, she really does have great ideas) and lets you know. She says she’s so proud of how great the team is, which is awful since we almost all know that’s not what she thinks. I know she must be complaining about me to my peers. Yes, I am looking for a new job.

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How do I resign? Do I tell her I’m looking? Tell her I’m looking unless she starts treating people better? Or get a new job and give her two weeks’ notice? Or get a new job and tell her she should really work on how she treats people?

— Anonymous

A: Don’t overthink how you resign from this job. People leave jobs all the time. Get a new job and give reasonable notice. If there is a formal exit interview, you might use that opportunity to tactfully share why you’re leaving, but I don’t think she is really going to care that you’re leaving because you can no longer tolerate her disposition. She seems … unpleasant and if she cared what people thought, she probably wouldn’t act this way in the first place. Best of luck in finding a new job.

Neurodivergence and the supply chain

Q: I was diagnosed with ADHD about two years ago, shortly before graduating from college. I am still learning how best to manage my brain, but I have seen great improvement with knowledge and medication. When I interviewed for and accepted my job, I followed advice I found online and did not disclose my diagnosis.

Now, we have been dealing with a nationwide shortage of ADHD stimulant medication. My prescription ran out a week ago, and I have been unsuccessful in getting it refilled. I am already suffering withdrawal symptoms as well as returned difficulty focusing, staying on task and performing well. Should I inform my supervisor of what’s going on? My office pays plenty of lip service to mental health and inclusion, but most of my colleagues are older and in my view, they can be more traditional. Though I have a good rapport with my supervisor, I worry about being labeled lazy or incompetent. — Anonymous

A: This is a challenging situation but by no means insurmountable. If you have a good rapport with your supervisor, and your work is being affected by your inability (through no fault of your own) to treat your medical condition, I would disclose what’s going on, how you’re trying to manage and what kind of support you need until you are able to resume your prescription regimen. You’re right. Many companies pay lip service to supporting the mental health of their employees, and few follow through. Perhaps it’s time to see where your employer stands. If your supervisor labels you as lazy or incompetent because of a medical condition, that speaks volumes more about them than you.

Inherited office drama

Q: I’ve recently started a new position as a director with three people under me. There is a lot of leftover drama that predates me. My supervisor and his supervisor have personnel issues with a woman who reports to me but are always cryptic and vague about their concerns, which makes them hard to address.

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My direct report is very good at her job, but from what I’ve gathered, she frequently goes above everyone’s heads and tells people how they should be doing their jobs. The problem is that no one will tell me exactly what was said or give me firm examples. I don’t feel like I have enough information to discuss this behavior with her.

I’ve been told by my supervisor that other people with the company have asked that she not come to their office. But when I ask for explanations, I’m given general answers like “She needs to stop telling people how to do their job and lecturing them.” It seems as if it’s an issue of her needing to stay in her lane, but I have to correct the behavior based on concrete interactions and not a general “everyone doesn’t like you.”

I can see how they got to this point. This employee was very close with the previous director and they operated more as a team than as a director and an employee, and that seems to have carried over. The woman who reports to me is generally very negative and likes to point out problems that she then exacerbates. She has an “us versus them” mentality in which she knows everything and everyone else with the company is clueless, despite her being in a very junior role. How do I address what seems to be poor work behavior if I have not witnessed it and have no real examples? — Anonymous, Chicago

A: You’ve inherited some strange, awkward problems that your colleagues clearly didn’t want to deal with and are foisting on you. I am always leery when an employee’s failings are discussed vaguely and cryptically. There’s a reason for a lack of specificity. Is this person overstepping or is she making harmless observations that make people feel territorial? It seems as if your colleagues simply don’t like her and are trying to make that your problem. It must be overwhelming to be thrown into the middle of this and expected to resolve it somehow.

You’re right to be hesitant about reprimanding someone for behaviors you have not observed. Perhaps the best way forward is with clarity and honesty. While some of your colleagues are being vague and cryptic, you don’t have to proceed in that manner. Have a conversation with this employee. Be frank and share what you know, ask for her side of the story and work with her to map a way forward. The results of this conversation just might surprise you.

**Management Behavior:** Historically, aggressive business leaders introduced new tech with little regard for making outcomes beneficial for all (‘win-win’).

Workers often opposed technology change not because of fear of innovation itself, but because no one addressed how the changes would affect their lives or jobs.

**21st Century Technology Resistance – Causes:**
   - **Job Security:** Many fear that new technologies could render their skills obsolete or eliminate their jobs entirely, echoing historic Luddite anxieties in the modern workplace.

- **Loss of Control and Comfort:** Technology brings unfamiliar tools, workflows, and expectations, leading to anxiety and a sense of lost autonomy or expertise, especially for those who have developed mastery in existing systems.

- **Cultural and Generational Gaps:** There’s often a generational divide in openness to technology.

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Content: advertisement
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A Harvard career adviser explains how managers can bridge the Gen-Z generation gap at work

Young people entering the workforce in the 2020s aren’t different, but their circumstances are.

[Source Photo: Nile Scott Studios]

Gen Z is still young, but this demographic cohort has already weathered a global pandemic, rampant inflation, and the ever-present rise of climate change. The oldest among them have had to enter their first jobs while the world was adjusting to remote work and the ramifications of COVID-19, not to mention endless worker shortages, a youth mental health crisis, and unprecedented levels of workplace burnout.

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Fast Company recently spoke with Gorick Ng, author of The Unspoken Rules: Secrets to Starting Your Career Off Right, about the Gen-Z workforce, typically defined as people born between 1995 and 2010. Ng also works as a career advisor at Harvard, specializing in first-generation and low-income students. Ng has spoken to thousands of Gen-Zers and employers. He shared with us his insights on what Gen Z is facing at work and how both Gen-Zers and managers can bridge the generational gap.

Fast Company: What attributes make Gen Z unique in the workforce?

Gorick Ng: To begin with, whenever we hear about the term ‘generational differences,’ we’re inclined to talk about differences instead of what we have in common. What research has shown time and time again is that young people today aren’t that different from the young people yesterday. What we’re talking about is the difference in perspective of someone in their twenties versus their sixties. What Gen Z wants is not that different from other generations.

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That said, they are shining a light on the importance of diversity and not afraid to vote with their feet. I’ve spoken to a number of Gen Z who say that before they walk into an interview or sign a job offer, they look at a company’s leadership page to see if anyone else looks like them. If the answer is no, they are tempted to look elsewhere.

FC: What kinds of generational gaps is Gen Z facing in the workplace given the context of the pandemic?

GN: What I see is the rift between what is expected and what is taught in school has widened. I’ve visited high school and university classrooms during the pandemic and seen the instructor teaching to a wall of black backgrounds with names—and who knows what’s going on off camera? Are the kids sideways or in their pajamas? I was talking to one law firm where every intern starts in the mail room and three of the 10 are then hired on. The mailroom is a test of your competence, commitment, and compatibility: If you can be trusted in the mailroom, you can be trusted with more. But the interns didn’t realize that, and people working remotely didn’t realize that. One showed up to a Zoom meeting in their pjs lying down. The higher ups were thinking, what makes you think that’s acceptable? But this is also how the interns approached school, and if you don’t have a parent or mentor to explain what the expectations are, you don’t know any better.

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The pandemic really damaged the infrastructure for teaching the cultural norms of an institution. When students came back to Harvard, staff realized over half of the student population has been educated remotely and doesn’t know what the Harvard experience is. We can see that in the workplace too. I’ve seen organizations that have had so much turnover during pandemic that those who know what the culture was prior to the pandemic are outnumbered by those who don’t know—and those who know are very senior.

FC: What should organizations do in the face of this rift?

GN: I believe the organizations that will win out in the future are the ones who put talent first. In an era where worker well-being can be so transparently analyzed on websites like Glassdoor and Fishbowl and more, as well as social media, the companies that will win, have the best brands, most engaged workforce—are the ones who care about employees’ needs and wants.

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When I survey students on what they want from their careers, they overwhelmingly tell me they want financial stability and work/life balance. Only about 2% of any student audience I survey wants to climb the corporate ladder.

FC: What is one tip you have for managing Gen Z?

GN: Ask for their feedback. Understand what motivates them. One of the most underrated conversations that I wish more managers would have is what are your goals, what brought you here, what would make this a more meaningful experience for you and where do you see yourself in the future? How can we craft an experience where we can build your career together?

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FC: On the flipside—I know you wrote a whole book about this—what advice do you have for Gen-Zers starting their first jobs?

GN: When I ask managers across industries and job types about their biggest complaint toward early-career hires, they often repeat the same word—”entitlement”—in the form of expecting to become CEO after merely showing up to work for two months.

On the flipside, I’ve talked to hundreds of mangers, leaders, and executives, and when I ask them what is the one characteristic that’s lacking in the workforce and can set someone apart, they say an ownership mindset. That means not just looking at a problem and assuming it’s someone else’s but looking at it and saying, Hey, what can I do? It speaks to a mindset we’re not taught in school.

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School is about keeping up. Work is about stepping up. It means removing the word ‘just’ from your vocabulary. You might ‘just’ be an intern, but you were hired to help the team achieve its goals. You might have been asked to clean up the spreadsheet, but your mandate is to provide insights that makes the team say wow. If you are ‘just’ sending emails, your mandate might be closing a sale. If you are ‘just’ editing a blog post, your mandate is to sell an idea. Think, why am I being asked to do this? What’s the broader objective? Figuring out what matters to those who matter can really separate those who are just clocking hours to someone who will be a future employee.

Moreover, you can align yourself with work that matters. The more your work matters the more you matter to the organization. Managers often don’t delegate well, they toss work over the fence and expect you to figure it out—most people end up taking those instructions at face value and then getting stressed out when their work isn’t making an impact.

In school you learn by reading what’s assigned and listening to who is on stage. In the real world, you learn by googling, meeting people, and asking questions. In school it’s all about finding the right answer, which is in the back of the text book. In the real world, it’s not a matter of finding the right answer; it’s about giving a compelling argument.

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For instance, older employees may find remote work tools or digital communication less intuitive, leading to resistance or disengagement.

- **Lack of Inclusion in Decisions:** Resistance often arises when employees feel changes are imposed ‘top-down’, with little consultation, transparency, or support.

- **Increased Stress and Workload:** New tech can mean steeper learning curves, greater performance pressures, and blurred work-life boundaries — especially evident in remote/hybrid work contexts.

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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.

- **Erosion of Trust:** Rapid or poorly managed tech transitions can undermine trust in leadership.

Employees need core values like safety, connection, and respect reinforced during transitions.

- **Mental Health Factors:** Technology changes (including remote work) can exacerbate feelings of anxiety, depression, and loneliness, especially among younger workers.

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Content: Mental Health Awareness week is a reminder for each of us to review the roles we play in supporting good mental health, be it as parents, friends, colleagues, or employers. The focus of this year's Mental Health Awareness week is loneliness, a phenomenon which has an outsized impact on our physical and mental health – as recently highlighted during the Covid-19 pandemic. Our connections to communities and other people are fundamental to supporting good metal health, and reducing chronic or long-term loneliness is a major step towards a mentally healthy society.

Whilst it is by no means unique in this respect, the legal sector can, if left unchecked, give rise to prime breeding conditions for loneliness – the work type is often best suited to individual rather than team-based activities, the hours can be long and (if we're honest!) the personalities it attracts can be more prone to loneliness than on average. As such it is important to recognise the risk and take proactive steps to mitigate it.

Most people will have experienced loneliness at some point in their life – it is the feeling we experience when there is a mismatch between the social connections we have and those that we need or want1. While some amount of loneliness is a normal part of everyday life, if it becomes embedded for a long period, loneliness can have a serious effect on our wellbeing, resulting in a potentially vicious cycle of loneliness and poor mental health. Studies by the Mental Health Foundation2 show that being connected to other people in a way that helps us feel valued is fundamental to protecting our mental health. Further, loneliness is one of the key indicators of poor mental health and long-term feelings of loneliness have been shown to be associated with higher rates of mortality and poorer physical health outcomes3. The point at which the balance tips is hard to define due to the subjective nature of loneliness and the variation in needs of different people.

Relationships with our colleagues which we build and maintain in the workplace are vital, particularly in an age where the boundaries between home and work are increasingly blurred. Good workplace relationships may assist in fulfilling some social needs, as well as helping productivity at work and having an important role in job satisfaction. Having positive relationships throughout life has been shown to have the greatest impact on life satisfaction and health4.

However, many in the legal profession have traits which may hinder these relationships and the benefits they provide. Whilst you will likely be able to think of some exceptions to prove the rule, on the whole, lawyers are likely to score low in the trait of sociability5, the desire to interact with people – particularly when it comes to their comfort level in initiating new connections with others. People who score low in this trait are not necessarily anti-social, they are merely more likely to rely on relationships which they have already formed. Lawyers are also likely to score high in the traits of scepticism and autonomy – and while these traits are often key to someone being good at their job, they ultimately can undercut important inter-personal relationships and result in people feeling isolated and lonely.

Being aware of these common traits in the workplace is an important first step. For many lawyers, loneliness can stem from an assumption that their colleagues are not interested in helping them out. When in fact, most people are more than willing to provide support where required. The legal profession need not be a lonely profession, as much of what people experience is self-imposed rather than inherent to the profession itself. However, overcoming this requires collective action to encourage individuals to reach out to one another and connect.

Many organisations, including GJE, have wellbeing strategies, mental health first aiders, emergency helplines and accessible counselling services, all of which can help combat loneliness. We also encourage collaborative working, not competition. At the end of the day, though, it's the little things that perhaps count the most – a quick chat just to see how a colleague is doing and lending a friendly, non-judgmental ear if and when needed. Our belief is that having a prominent, firm-wide wellness strategy reinforces the importance of these little things and not only leads to people feeling better supported but also helps to break down the barriers that prevent individuals seeking help when they do need it.

Footnotes

Why Loneliness is the theme for Mental Health Awareness Week 2022

Mental Health Foundation (May 2016) Relationships in the 21st Century. London: Mental Health Foundation

3 Hold-Lunstad, Julianne. “Social Relationships and Mortality Risk: A Meta-analytic Review”, July 2010

4 Vaillant, George E.; McArthur, Charles C.; Bock, Arlie, 2022, “Grant Study of Adult Development, 1938-2000

Report to Legal Management: Herding Cats: The Lawyer Personality Revealed

The content of this article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances.

A lack of in-person connection impedes learning and engagement.

**Building Positive Work Environments:**
   - **Empathy & Understanding:** Understanding colleagues’ reasons for resisting tech (job fears, discomfort, generational differences) can foster better rapport.

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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.

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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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- **Communication:** Open dialogue about changes, listening to concerns, and seeking ‘win-win’ outcomes help ease resistance.

- **Support and Inclusion:** Training, inclusion in decision-making, and showing respect for existing expertise encourage more positive attitudes toward new tech.

**Summary:** Modern ‘Luddites’ often resist technology not because they reject innovation, but due to legitimate concerns about job security, changes to workplace culture, and lack of support from management.

Addressing these issues empathetically can build trust, reduce friction, and create a friendlier workplace.

**Nuggets of Information: 21st Century Luddism and Resistance to Technology**

1.

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.

**Emotional and Social Factors in Resistance**
  - Resistance to new technology is not always rational; emotional and social factors play a major role.

Title:

Content: Scott Harris.
Invitation to the sociology of emotions.
M: Publishing house of the Higher School of Economics, 2020
Scott Harris.
Invitation to the sociology of emotions.
M: Publishing house of the Higher School of Economics, 2020
Much of the world around us and even in ourselves seems self-evident.
In private life, we appreciate feelings and emotions, strive for joy and pleasure, really feel overwhelmed after unpleasant conversations with friends or stress at work.
Society as a whole downplays emotions: the employee must be smiling and open, hide the inner state, and deviation from the ideal is considered a misdemeanor and can be punished.
Domestic and foreign psychologists in the 90s sounded the alarm about “emotional stupidity ” – the suppression of feelings, leading to discord in personal life, problems in sports (muscles are not“ activated ”), mental disorders.
Attention was also focused on burnout, when seemingly insignificant internal experiences result in an obvious ailment, disability.
There is more to this than just natural human limitations.
Emotions are guided by the culture and practice of society, amenable to the management of the person himself and even from the outside.
With the development of services and information systems, the emotional sphere becomes the subject of conscious control - so in some "progressive" call centers and even agro-industrial firms, artificial intelligence tracks the nuances of workers' reactions with subsequent adjustment by managers.
Therefore, the fact that vacancies increasingly require “sociability ” or“ stress resistance ” is not empty rhetoric.
Emotional labor (the effort to change one ’ s or someone else ’ s emotions) is purposefully exploited, although it rarely receives official recognition.
The social sciences could not help but respond to this challenge, as their US sociologist Scott Harris shows in his book Invitation to the Sociology of Emotions.
The author does not set a goal to systematically describe all the scientific achievements in this field, concentrating rather on the problematization of the “naturalness ” of emotions and drawing attention to acute issues.
Jan Matejko.
Stanchik.
1862
The emotional sphere cannot be reduced to physiological reactions: firstly, the same states are treated in many completely different ways; secondly, some emotions do not manifest through physiology.
Although, as Daniel Goleman argued, the human brain is characterized by its sharpness to the smallest emotional signals.
This is even tied to the activation of genes, continuing at least until middle age.
Nevertheless, the real work of emotions is tied to socio-cultural factors, starting with a simple classification of sensations in a given language.
Goleman in the 90s focused on the development of the ability to name and thus as flexibly as possible to distinguish the nuances of emotional states.
In the process of socialization, people learn to “depict ” various emotions, suitable situations, as well as to influence the inner feelings with words (for example, trying to look at what is happening“ from a different angle ”, that is, through self-belief) or actions (breathing deeply, eating grief, etc.).
As Harris shows, the social aspect of the senses brings to them all the classic social problems.
Thus, the dominant groups change the norms for themselves: subordinates should feel shame for their low position or humility, not resentment towards the upper classes.
The author emphasizes the ambiguity of the myth of meritocracy - if your position depends only on personal qualities and efforts, then you can only blame yourself for all the troubles.
Many cultures have cultivated the notion of women and racial minorities as overly emotional beings devoid of superior rationality.
Therefore, today in the United States, black men, despite the manifestations of domestic racism, are forced to keep their emotions under control; otherwise, they will immediately be written off on the stereotype of an “angry black ”,“ easily losing his temper ” for every trifle.
“Female ” professions usually place more emphasis on empathy and emotional stress.
However, even in formally identical positions, women are more likely to have tasks related to empathy or relaxation; they are expected to do more, even in personal communication with colleagues, superiors, in the family or in caring for relatives.
On the other hand, people in higher positions are protected from emotional stress both organizationally (less contact with customers, the ability to delegate uncomfortable tasks to a subordinate), and status.
The latter means that the feelings of high-status people are taken more seriously and sensitively; communicating with them requires restraint and reverence.
As a result, there is a paradoxical situation when the greatest anger of customers falls on the weakest and least weighted employee.
It is characteristic that if he calls the manager, then with the latter communication is usually conducted in less harsh tones.
Coupled with advertising that inflates customer expectations (fast food, in which food is served beautifully, quickly and with a smile), as well as the corporate culture of “the customer is always right ” and“ pride in the company ”, all this has long been a conscious strategy of firms – “shock absorption ”.
Sociologist Arlie Hockschild, one of the founders of the sociology of emotions, wrote in the 80s about the “institutionalization of emotion management ” in churches, hospitals, schools, prisons, etc.
Ian Stan.
Argument in the card game.
1660s
The established (and therefore changing with time and circumstances) norms play an important role outside the sphere of work.
For example, Harris points to the factor of emotion in the perception of honesty or fairness of exchange: in addition to material benefits, the final assessment is influenced by signs of respect, appreciation, love, etc.
Self-interest can be difficult to separate from self-affirmation, altruism, ideal ideas, and vague expectations.
You can recall the history of the concept of “debt ” in David Graeber: many societies did not count mutual services, because the situation of mutual assistance seemed stable and obvious (anyone would one day be in trouble and anyone would come to help).
The emotional costs (for example, the discrepancy of the received gratitude signs with the expected ones) can outweigh the material benefits.
According to Harris, in modern societies, helping others and empathy (the resource of which is finite at least because of the finite time) is guided by the rules of emotional culture: which people are prioritized, what is required of them in return, and so on.
At the same time, the norms can severely limit the individual: the book mentions the concept of “closure ” (gestalt), that is, the end of grief, suffering, and the elimination of trauma, which is widespread in the United States.
A number of psychologists and sociologists argue that it reflects the requirement for people to be “positive, ” pleasant, and leads to increased pressure on those who cannot quickly“ discard ” or “forget ” traumatic experiences by returning to productive lives.
The author emphasizes that emotional labor is not necessarily a negative phenomenon.
Although emotional connections require effort, they bring meaning to the activity (helping others), can be a reward in and of themselves, or can improve the work environment.
The problem is inequality, depreciation, overstrain and, ultimately, exploitation.
If the company as a whole works well (for example, the food in the restaurant is really tasty), then employees do not have to act as a lightning rod; on the contrary, it is easier for them to penetrate the goals of the company.
Harris points out that an effective countermeasure to burnout is the division of powers, giving workers greater autonomy, the ability to voice discontent and control working conditions.
Finally, because of the perception of emotions as a matter of course, workers cannot understand in advance whether they are ready for this type of work, how hard it really is (it is one thing to study criminal law, and another to communicate with victims of violence), and therefore demand more wages or better conditions.
Social life in general suffers: student studies have found that empathy can be taught.
Future sociologists, who did not even take a course on emotions and regardless of the personal characteristics of the teacher, showed a significant increase in empathy towards the end of training.
This important resource should be increased and directed for good, not allowing it to become just another source of super-profits for capital.
Happiness and social policy after the pandemic: what people need now

The absence of shared norms and collective purpose can make people feel isolated, more focused on individual survival than common progress.

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 ”.

- Emotions such as anxiety, fear, and nostalgia for a more comprehensible or community-oriented past can drive resistance.

- The inability or difficulty in articulating and processing complex emotions related to technological change (as suggested by Goleman’s work) can amplify discomfort.

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

**Generational Differences and Value Shifts**
  - Older workers often struggle to understand younger colleagues’ work habits, motivations, and attitudes, fueling skepticism toward technologies associated with new work cultures.

Title:

Content: Advertisement
NEWS
“They don ’ t drink, they don ’ t have fun ”: Twitter discusses the burnout of zoomers and the conflict of generations
Today at 18: 09
On Twitter, there was a discussion about the conflict of generations and burnout.
The boss was surprised by the Zumer colleagues who left his company, and learned a lesson in dealing with the new generation.
User @ Kukalyakin said that he runs an advertising agency and surrounded by two 20-year-old girls complained of burnout.
He was surprised by how quickly young people got tired of work tasks.
The man complained that “they do not drink, do not have fun like us, they have some sad things all the time. ”
At the same time, he could not think of reasons for such a rapid emotional devastation of his colleagues.
It seemed to him that in the 1990s the Russian streets were a dangerous and restless place, and he, as a boss, tries to create a comfortable environment for demanding zoomers: hangs curtains, adjusts air conditioning, brings good fans, gives money for expensive computer mice.
However, instead of gratitude, he only receives reproaches of toxicity.
Readers quickly reminded the man how the older generation liked to relieve stress with alcohol, and this leads only to health and mental problems.
So it's probably best that the girls were indifferent to drinking.
Another part of the users reminded about the difficult environment, which during the growing up of the children of the “zero ” managed to change a lot.
Some noted that the girls worked in the creative industry, where you need to constantly come up with new ideas.
The mental load in such positions is quite high, even if the tasks are routine and monotonous.
One user added that employees might lack a sense of the value of their work.
It is important to separate this type of motivation from salary, he believes, because their monetary situation is by no means a crisis, and replenishment in a bank account seems abstract figures.
In the tread there were also versions from the zumers.
They immediately noted the age of the advertiser and the directness of his colleagues, and also explained to the author of the post the main features of the new generation, for example, the ability to defend their borders, increased ambitions and unwillingness to sit still.
Read also
We recommend you

- A shift towards valuing individual identity, emotional fulfillment, and meaningful work is seen in younger generations (Gen Y, Z), whereas older generations may view traditional markers of success (purpose, collective goals, legacy) as foundational.

Title:

Content: Russian news agency 18 +
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NewDayNews.ru
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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Dress up target
Setting goals and objectives, striving to achieve them have always been key factors of success and leadership.
Everything should work for the purpose, including your appearance.
However, achieving success, the modern leader is completely and completely devoted to the cause, sometimes completely forgetting about himself.
This was the case with the founders of TIKSAN GROUP.
The modern international company TIKSAN GROUP has been developing 8 business areas in different industry niches for 11 years, starting with catering and ending with low-rise construction.
The foundation of the group of companies is the family values and the Korean roots of the founders: Sergei Kim, Nikolai Kim and Nadezhda Tsoi.
The formation of the personal brand of the company ’ s managers required the participation of an expert in the field of style Elvira Huseynova, director of the KETROY store (ELYOT group).
At a certain time, there comes a turning point when there is an awareness: the high status of a successful leader must also be matched externally.
It also becomes obvious that the presentation of your own product begins with a self-presentation.
Here you can not do without a look from the outside, and even more so - without the attributes of success, - said Elvira Huseynova.
According to the expert, today the high status is emphasized not by “golden things ”, but by a verified and well-chosen image for presenting oneself.
In ancient times, when we did not need clothes and we did not use eloquence, the leader was the most muscular and tall man.
What about now?
In the modern world, the real status is not immediately visible.
You should not scream about your situation and success.
The status of the XXI century is developed emotional intelligence.
Only such people today are able to read and anticipate changing trends, play long and win.
The external image of a person with the status of the XXI century never hits the eyes – it is recognized.
It is the style of such people that their minds betray, ” says Elvira Huseynova.
A style expert today becomes a brand maker because clothing matched with jewelry precision is a secret code that can open any door.
The presence of power presupposes the ability to control the consciousness and behavior of people.
A literate leader knows that.
The pace of life is equal to the time you are ready to devote to the external image.
When there is an understanding of the need to match the appearance to the content, there is a need for a style expert.
Clothing is not only utilitarian in nature - it also makes sense.
Appearance becomes an element of social status and a means to an end.
With the growth of the company, countless meetings with partners, interviews, public appearances and interviews have become a daily reality.
Elvira Huseynova was tasked with drawing a “cover ” that would reflect the content, depth and scale of TIKSAN GROUP projects.
Create images that are congruent with internal content: whole, readable, simple and understandable.
It was with such a request that the expert began to work on the leadership style of TIKSAN GROUP.
— My main task was to emphasize the status of the three leaders, while revealing to the world their strong internal qualities and emphasizing the unique external data.
Systematically interacting throughout the year, we have achieved a whole image, which began to work for the team, helping to achieve the tasks set, ” says Elvira Huseynova.
The hand was played by the fact that men, unlike women, always have a clear goal in choosing clothes that must be achieved by forming the right image.
And setting goals has always been a priority for the Kim brothers: this is their strength.
The key marker of external images was the uniqueness of the personality.
Today, this is a growing trend in creating a “package ” of a personal brand.
— How in the relentless race for success to have time to match the status?
The fact is that the status has lost its power over the business community.
Individuality, personal preferences and sincere interests come to the fore, ” Elvira Huseynova emphasizes.
Sergey Kim,
CEO of Tiksan Group:
- People are the main thing.
Each of our projects is launched only on the principle of how much benefit it will bring to people.
We build and heat houses, develop partners and their business in more than 100 cities of Russia.
We work for people and with people: we form a strong corporate culture, invite the brave and ambitious to join the team.
Nikolay Kim,
founder of the franchise chain Kannam Chiсken, head of the chain of cafes Kannam Chicken:
It is so important that our people trust us.
With us, you can plan for the future and make dreams come true.
We value the work of everyone with dignity and justice, because people make and move the products, services and the company forward.
Nadezhda Tsoi,
Head of Kannam Asia network:
- People of business know that business reputation is including image, appearance.
And in this matter, we always turn to professionals
@ guseinova _ elvira _
@ ketroy24
@ tiksan.group
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The most important thing about business.

**Perceived Threats to Jobs and Status**
  - Historical Luddites attacked machines out of fear for their livelihood; similarly, modern “Luddites” may fear job loss, redundancy, or a drop in status as roles are automated or transformed.

Title:

Content: Western culture is characterized by the desire to liberate a person, providing him with control over the “necessities ” (laws, causal relationships) of the external environment.
Wouldn ’ t it be nice to know when a natural disaster will happen, an electrical appliance will fail, or a brick will fall from the roof?
The environment is primarily other people.
And to trace where “nature ” ends and“ society ” begins is not as simple as it seems at first glance.
Diego Rivera.
Man at the Crossroads (fragment). Fresco.
1934
The Delphic oracle answers the Lydian king whether he should attack Persia.
In the ideal city of Tommaso Campanella, astrologers decide when and who should give birth to children so that they grow up to be good citizens.
Today, intelligent systems predict how likely a married 30-year-old worker from Glasgow will be able to repay a car loan.
What exactly are we talking about here?
About prominence in the sun, someone's moral and strong-willed qualities, the state of the stock market, statistics of divorces in the region?
Where do objective external circumstances end and individual moral responsibility based on free will begin?
Does anyone really care about this difference?
In describing the modern state, Max Weber emphasized that the bureaucracy ’ s justified “efficiency ” and“ rationality ” desire to use formal classifications and indicators can lead to dehumanization: complex reality is replaced by an average value of the parameter that is amenable to “strict ” calculation.
Benedict Anderson believed that nation-building was such a fitting of the life of societies under the administrative patterns of social roles, marital status, historical identity, etc.
Later, economic historian Jerry Mueller would resent the “tyranny of indicators ”:“ effective managers ” throw all the resources of large private and public entities to maximize the indicators that are easiest to calculate (and “profit ” here is not the worst example).
But one thing is a dry scientific analysis that takes into account something, and something is not; another is the betrayal of moral force to the analysis.
Does low profits mean that the crop has been destroyed by drought?
Or that employees are lazy?
If the intellectual system refused to give the worker credit, is it because the workers are systematically oppressed, or because the citizen is stupid and irresponsible?
Such confusion has already become fertile ground for dystopia, in which a law-abiding hero, according to some hidden logic, is labeled in advance as a potential marginal or criminal.
In the 1970s, sociologists called it “statistical discrimination. ”
For example, according to statistics, women have an average working week of 20% shorter, and a salary of 30% less than men.
Isn ’ t it fair that someone who works less gets less?
The employer, thinking (as it were) rationally, decides, if possible, to recruit more able-bodied men and reduce, first of all, “problem ” women.
The average working week for women falls even more, as does wages.
In other words, confusion in cause, effect and distribution of responsibility creates a downward vicious circle.
The same “logic ” can be applied to the age group, profession, region (for example, rural residents), etc.
Alexander Deineka.
The unemployed in Berlin.
1932
Sociologist Christine Williams argues (American Sociological Review, 86,2,2021) that such a process sharply manifested itself in the United States at the height of the pandemic, when rapidly changing circumstances prompted companies to massively dismiss, send on a remote or on vacation, and re-recruit employees.
In a critical situation, stereotypes were especially clear, ranging from the image of the “ideal employee ” in the management, ending with methods for assessing the effectiveness and social skills of the employee.
As a result, all the “diversity ” proclaimed in the US has narrowed down to middle-aged white men, almost regardless of the sector.
Qualitatively differed only in the sphere of “necessary ” professions, which were not subject to quarantine (and related compensation; people were obliged to go to work, despite the threat of getting sick): sellers, couriers, medical staff, etc.
On the contrary, the proportion of women and minorities has increased.
Also, strikes with characteristic demands – raising the minimum wage – have become more frequent.
The author ’ s protest against the division of workers into “skilled ” and“ unskilled ” deserves special mention.
Williams points out that historically, an element of the struggle of workers ’ organizations has been the recognition of the value of relevant skills and attitudes (today international associations of domestic workers and caregivers are particularly active).
In terms of discrimination, the division into “qualifications ” is expressed in the inability to move to another position (allegedly requiring a qualitatively different level of training) or to enroll in refresher courses.
The power of “statistical discrimination ” lies in its apparent scientific objectivity.
This is indicated by a study by sociologist Andras Tilczyk (American Sociological Review, 86,1,2021).
The author notes that while personal bias should be punished by the market (for example, a racist will lose the competition by not hiring skilled migrants), statistical discrimination is rather supported by the “rationality ” of market theory.
Group average scores replace individual merit by strategically acting as self-fulfilling prophecies.
Tilchik compares this to the idea of “meritocracy ”: if an invisible hand has pushed some and pushed others, it must be so.
Hiding behind arguments about the “lack of information ” solved by rough approximations, economists defend the status quo, ignoring the reproducing and worsening market failures.
Overly generalized assessments are even given as a natural reaction of the brain: so, meeting on a dark street a roaring man in a leather jacket and torn jeans, you will not understand who is really in front of you, and just go to the other side.
At the same time, the obvious difference between such a situation and the task of hiring is ignored - the employer has more complete information, and a margin of time, and the opportunity to test the applicant.
Vincent Van Gogh.
Factories in Agnères.
1887
According to the results of the experiment with 2000 participants Tilchik came to the conclusion that people trust statistical discrimination as a scientific conclusion, accepting it as ethically neutral, rational, widespread.
However, if the respondent is given even a basic criticism of the statistics, the effect goes to naught.
However, a study of racism in Norway by Nina Hoy-Petersen (Sociology, 55,6,2021) offers a different explanation for such “credulity ” than simply believing in numbers.
Among citizens open to representatives of another nationality in everyday situations, only 30-50% adhered to equality when hiring employees, buying a used car or touching.
The author explains this not so much by the lack of real trust, but by the desire to preserve power hierarchies, despite the cultural value of egalitarianism.
Finally, a specific example of statistical discrimination is analyzed by sociologist Barbara Kiviat (American Sociological Review, 84,6,2019), who analyzes the mechanisms for calculating the credit rating when selling car insurance in the United States.
The author examines the discussions around counting algorithms that have been going on at the state level since the 1970s.
In theory, insurance should be a “solidaristic ” mechanism that distributes risks to the largest number of people.
However, insurance companies sought to increase their profits by singling out the most “dangerous ” groups and imposing higher tariffs on them.
This raised a fundamental moral question: is the increased risk in these individuals a consequence of their personal flaws (irresponsibility, dangerous driving, drunkenness) or a common problem shifted to the shoulders of the most vulnerable categories of the population?
For example, if a factory worker is more likely to lose his job in a crisis than a programmer, should he be punished for it with a higher tariff?
It turned out that the software manufacturers were trying to get away from the disclosure of algorithms and even the list of parameters on which the decision is made.
At the level of rhetoric, the emphasis was not on group indicators, but on the individual qualities of the borrower: although the system could not, for example, predict the likelihood of an accident, it was argued that it caught the most “irresponsible ” customers.
One of the alternative explanations related the credit rating to the level of income of the citizen.
For example, wealthy Americans almost never applied to the insurance company if the damage from the accident did not exceed $700, preferring to cover it out of their pocket (rightly believing that the fall in the credit rating will result in greater costs in the future).
In the crisis of 2008, some banks reduced the credit limit for all their borrowers, which also negatively affected their rating.
A separate problem remained people who had never taken loans before: from the point of view of politicians, they were the ideal of a citizen living within their means; from the point of view of insurance companies, they were unreliable individuals with low ratings.
The observation added fuel to the fire that the tariff in such cases clearly depended on the postal code, that is, on the belonging of the whole region.
Grant Wood.
Spring in the city.
1941
In the 1980s, a number of states restricted the use of gender, marriage, race, education, or place of work in lending; later, this was supplemented by information on the frequency of a person ’ s access to his or her credit history, as well as a list of extraordinary circumstances such as the deterioration of his or her financial situation due to a natural disaster.
However, most likely, all this data can be obtained indirectly.
In two states, credit rating was banned altogether, although similar proposals were put forward (and ran into expensive counter-propaganda campaigns) in many regions.
If the increased tariffs were considered to be a clearly unfair moment by the 2000s, then the stumbling block was their “reverse side ” – reduced tariffs.
Kiviat notes that the market is in fact facing different morals that benefit different groups; in this case, the pursuit of profit (both companies and individuals with a high credit rating, usually richer) has completely taken out of sight insurance solidarity and the task of equalizing risks.
The alternative would be to completely abandon the predictions – after all, many group risks are in fact external not only to the individual, but also to the group.
For example, if women generally earn less, the problem is more in the economic system than in some typical female vice.
In particular, they have more unpaid domestic work or care for children and relatives.
One of Silicon Valley ’ s most popular tech consultants, Jaron Lanier, constantly laments the misuse of intelligent systems: even tech companies that are immersed in the topic are constantly choosing easy ways, using large amounts of data, but not thinking about their social or moral significance.
For example, an online translator uses the archive of other people ’ s translations, not paying for the work of these live translators, not increasing, but lowering the value of this profession.
It is clear why insurance companies do not want to understand what exactly causes the increased risk in this group, who is responsible for it (and should compensate).
Moreover, no one is interested in unique personal circumstances.
The task is to redistribute obligations among the population in such a way as to maximize profits.
Hendrik Terbruggen.
The rich man and Lazarus.
1625
With employees, the situation is less obvious.
Why look at group averages when there are a lot of ways to assess the skills of a particular candidate?
David Graeber echoes the conclusions of Williams and Hoy-Petersen, considering modern corporate structures as a power and status hierarchy, whose participants are more concerned with privileges and images than with efficiency.
Formal signs here mean more (and are more likely to provide access to benefits) than the actual labor process.
A less cynical, but essentially similar view is offered by the theory of social networks: hiring on the fact is mediated by personal connections, not fully realized trust, similarity of habits and life circumstances.
As Pierre Bourdieu noted, analyzing career paths at French universities, the “seriousness ” of the candidate was more important than his qualifications.
Even if capitalism identifies the problem points, it tends to maintain the status quo rather than dig into the root causes — it ’ s easy to guess that they will lead to issues of inequality, exploitation, “externalities ” and other inconvenient moments for the system.
Statistical discrimination allows you to keep attention at the safest level: not too specific, not too general.
A group of losers can be blamed for all sins by enlisting the support of a group of winners.
Of course, as Jerry Mueller points out, it is not about generalizations per se, much less about statistics or predictions of intelligent systems.
It is necessary to be critical of “accurate ” answers, to use them as an excuse for further investigation, and not to justify decisions beneficial to those in power.
Tilchik showed that the numbers still have some magical self-evident power for us; but also that critical opinions remain effective.
In this sense, the moral sense, the desire to help the oppressed and achieve justice remain an important compass, despite the abundance of automated and “objective ” calculations.
You just have to resist the temptation to mix one with the other.
Read earlier in this story: Will social mediators breathe new life into mass politics?

- There’s a sense that rapid technological change benefits certain professions or demographics (e.g., programmers) while making others (e.g., factory workers) more vulnerable, deepening resistance.

**Pace of Change & Overwhelm**
  - The accelerated pace of technological innovation leads to fatigue and skepticism, as some struggle to keep up or see regular change as disruptive rather than empowering.

Title:

Content: Advertisement
NEWS
“They don ’ t drink, they don ’ t have fun ”: Twitter discusses the burnout of zoomers and the conflict of generations
Today at 18: 09
On Twitter, there was a discussion about the conflict of generations and burnout.
The boss was surprised by the Zumer colleagues who left his company, and learned a lesson in dealing with the new generation.
User @ Kukalyakin said that he runs an advertising agency and surrounded by two 20-year-old girls complained of burnout.
He was surprised by how quickly young people got tired of work tasks.
The man complained that “they do not drink, do not have fun like us, they have some sad things all the time. ”
At the same time, he could not think of reasons for such a rapid emotional devastation of his colleagues.
It seemed to him that in the 1990s the Russian streets were a dangerous and restless place, and he, as a boss, tries to create a comfortable environment for demanding zoomers: hangs curtains, adjusts air conditioning, brings good fans, gives money for expensive computer mice.
However, instead of gratitude, he only receives reproaches of toxicity.
Readers quickly reminded the man how the older generation liked to relieve stress with alcohol, and this leads only to health and mental problems.
So it's probably best that the girls were indifferent to drinking.
Another part of the users reminded about the difficult environment, which during the growing up of the children of the “zero ” managed to change a lot.
Some noted that the girls worked in the creative industry, where you need to constantly come up with new ideas.
The mental load in such positions is quite high, even if the tasks are routine and monotonous.
One user added that employees might lack a sense of the value of their work.
It is important to separate this type of motivation from salary, he believes, because their monetary situation is by no means a crisis, and replenishment in a bank account seems abstract figures.
In the tread there were also versions from the zumers.
They immediately noted the age of the advertiser and the directness of his colleagues, and also explained to the author of the post the main features of the new generation, for example, the ability to defend their borders, increased ambitions and unwillingness to sit still.
Read also
We recommend you

- The high speed of modern life, with constant adaptation required, can overwhelm and demotivate employees, leading them to resist additional novelty or transformation.

**Challenges of Meaning and Purpose**
  - Many employees believe that the meaning of their work is being lost amid efficiency and automation drives.

Title:

Content: Advertisement
NEWS
“They don ’ t drink, they don ’ t have fun ”: Twitter discusses the burnout of zoomers and the conflict of generations
Today at 18: 09
On Twitter, there was a discussion about the conflict of generations and burnout.
The boss was surprised by the Zumer colleagues who left his company, and learned a lesson in dealing with the new generation.
User @ Kukalyakin said that he runs an advertising agency and surrounded by two 20-year-old girls complained of burnout.
He was surprised by how quickly young people got tired of work tasks.
The man complained that “they do not drink, do not have fun like us, they have some sad things all the time. ”
At the same time, he could not think of reasons for such a rapid emotional devastation of his colleagues.
It seemed to him that in the 1990s the Russian streets were a dangerous and restless place, and he, as a boss, tries to create a comfortable environment for demanding zoomers: hangs curtains, adjusts air conditioning, brings good fans, gives money for expensive computer mice.
However, instead of gratitude, he only receives reproaches of toxicity.
Readers quickly reminded the man how the older generation liked to relieve stress with alcohol, and this leads only to health and mental problems.
So it's probably best that the girls were indifferent to drinking.
Another part of the users reminded about the difficult environment, which during the growing up of the children of the “zero ” managed to change a lot.
Some noted that the girls worked in the creative industry, where you need to constantly come up with new ideas.
The mental load in such positions is quite high, even if the tasks are routine and monotonous.
One user added that employees might lack a sense of the value of their work.
It is important to separate this type of motivation from salary, he believes, because their monetary situation is by no means a crisis, and replenishment in a bank account seems abstract figures.
In the tread there were also versions from the zumers.
They immediately noted the age of the advertiser and the directness of his colleagues, and also explained to the author of the post the main features of the new generation, for example, the ability to defend their borders, increased ambitions and unwillingness to sit still.
Read also
We recommend you

The feeling of being a “cog in the system” diminishes engagement with new technologies.

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.
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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
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Since the beginning of March, I switched to my own VPN.
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null

- Supervisors may worry that technology erodes the human aspects of work — personal interaction, mentorship, and the satisfaction derived from overcoming challenges together.

Title:

Content: Advertisement
NEWS
“They don ’ t drink, they don ’ t have fun ”: Twitter discusses the burnout of zoomers and the conflict of generations
Today at 18: 09
On Twitter, there was a discussion about the conflict of generations and burnout.
The boss was surprised by the Zumer colleagues who left his company, and learned a lesson in dealing with the new generation.
User @ Kukalyakin said that he runs an advertising agency and surrounded by two 20-year-old girls complained of burnout.
He was surprised by how quickly young people got tired of work tasks.
The man complained that “they do not drink, do not have fun like us, they have some sad things all the time. ”
At the same time, he could not think of reasons for such a rapid emotional devastation of his colleagues.
It seemed to him that in the 1990s the Russian streets were a dangerous and restless place, and he, as a boss, tries to create a comfortable environment for demanding zoomers: hangs curtains, adjusts air conditioning, brings good fans, gives money for expensive computer mice.
However, instead of gratitude, he only receives reproaches of toxicity.
Readers quickly reminded the man how the older generation liked to relieve stress with alcohol, and this leads only to health and mental problems.
So it's probably best that the girls were indifferent to drinking.
Another part of the users reminded about the difficult environment, which during the growing up of the children of the “zero ” managed to change a lot.
Some noted that the girls worked in the creative industry, where you need to constantly come up with new ideas.
The mental load in such positions is quite high, even if the tasks are routine and monotonous.
One user added that employees might lack a sense of the value of their work.
It is important to separate this type of motivation from salary, he believes, because their monetary situation is by no means a crisis, and replenishment in a bank account seems abstract figures.
In the tread there were also versions from the zumers.
They immediately noted the age of the advertiser and the directness of his colleagues, and also explained to the author of the post the main features of the new generation, for example, the ability to defend their borders, increased ambitions and unwillingness to sit still.
Read also
We recommend you

**Education, Expertise, and Trust**
  - Some resistance stems from difficulties in understanding complex new tools or mistrust in the experts promoting them, especially when educational backgrounds differ.

- Those unable to fully evaluate technological risks and benefits may prefer familiar methods, fearing manipulation or negative consequences (as seen in skepticism toward vaccines or digital tools).

**Collaboration, Inclusion, and Leadership Styles**
  - Successful adaptation depends on leadership styles that prioritize people, personal needs, and careful change management, rather than imposing top-down technological solutions.

- Resistance can sometimes be mitigated by involving employees in decision-making, addressing their concerns, and linking technology adoption to personal and shared goals.

---

**Summary:**
21st-century resistance to new technologies—modern Luddism—is shaped by emotional, social, and generational factors; perceived threats to job security and meaning; overwhelm from rapid change; and mistrust or lack of understanding.

Title:

Content: Advertisement
NEWS
“They don ’ t drink, they don ’ t have fun ”: Twitter discusses the burnout of zoomers and the conflict of generations
Today at 18: 09
On Twitter, there was a discussion about the conflict of generations and burnout.
The boss was surprised by the Zumer colleagues who left his company, and learned a lesson in dealing with the new generation.
User @ Kukalyakin said that he runs an advertising agency and surrounded by two 20-year-old girls complained of burnout.
He was surprised by how quickly young people got tired of work tasks.
The man complained that “they do not drink, do not have fun like us, they have some sad things all the time. ”
At the same time, he could not think of reasons for such a rapid emotional devastation of his colleagues.
It seemed to him that in the 1990s the Russian streets were a dangerous and restless place, and he, as a boss, tries to create a comfortable environment for demanding zoomers: hangs curtains, adjusts air conditioning, brings good fans, gives money for expensive computer mice.
However, instead of gratitude, he only receives reproaches of toxicity.
Readers quickly reminded the man how the older generation liked to relieve stress with alcohol, and this leads only to health and mental problems.
So it's probably best that the girls were indifferent to drinking.
Another part of the users reminded about the difficult environment, which during the growing up of the children of the “zero ” managed to change a lot.
Some noted that the girls worked in the creative industry, where you need to constantly come up with new ideas.
The mental load in such positions is quite high, even if the tasks are routine and monotonous.
One user added that employees might lack a sense of the value of their work.
It is important to separate this type of motivation from salary, he believes, because their monetary situation is by no means a crisis, and replenishment in a bank account seems abstract figures.
In the tread there were also versions from the zumers.
They immediately noted the age of the advertiser and the directness of his colleagues, and also explained to the author of the post the main features of the new generation, for example, the ability to defend their borders, increased ambitions and unwillingness to sit still.
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Building rapport with such colleagues requires empathy, inclusive leadership, and addressing both practical and psychological needs during technological transitions.

**Nugget Summary: 21st Century Luddites — Resistance to Technology in the Workplace**

1.

Title:

Content: 48 is renewed.
Working Without Workers: Working in an Era of Platform Capitalism
A man works from his home in Manila, Philippines (Getty Images)
Here ’ s a translation, especially for Arab 48, of a review of Phil Jones ’ s 2021 book, Business Without a Worker: Working in the Age of Digital Platform Capitalism, conducted by Rob Larson, a professor of economics at the Tacoma Community College in Washington.
It was published in the American magazine JACOBIN.
Digital platforms have become such an essential part of our lives that we talk about influencing the algorithm. When we discuss issues of change, from Twitter and Instagram to what Google suggests in the search bar as you type, to ads displayed at every turn, hidden algorithmic processes display their content in front of you, learn from your choices, to train and learn more on their journey to better meet your needs.
These are basic processes for our electronic experiment, but at the expense of exploiting huge labor behind the scenes, where the training and development of algorithms are supervised by micro workers who take on very small tasks, but in large quantities, especially in the context of an ever-evolving technological industry, including women and men who live mostly in developing countries, and train these systems manually.
They take on tasks that last minutes or less, such as reporting violent or pornographic posts on social media, or ranking search results in Google, all for a dime.
They oversee so-called “human intelligence tasks, ” and their work is central to the success of giant tech platforms, but they are being exploited bravely in the face of corporate greed and the absence of any representative organizational form.
Phil Jones ’ s book, Business Without Workers: Working in the Age of Platform Capitalism, offers his insight into these invisible hands, and the challenges of organizing them.
The magic of technology in the United States maintains the illusion of self-learning algorithms that help them identify the best restaurant or sort images when searching, but the reality is that “data sorting is the essence of machine learning magic, and Silicon Valley ’ s cargo cult rituals are a formidable endeavor to sift out hate speech, images, and abusive comments, and teach algorithms how to identify cats in captcha. ”
Thousands of these processes keep user experiences seamless, and their contribution is increasingly needed as new technologies, such as self-driving cars and training robots to distinguish traffic signals from pedestrians.
The process begins with the registration of microworkers (the proletariat of the 21st century) entering websites such as Mechanical Turk, Appen, Clickworker or other microbusiness platforms, to complete tasks that often take minutes or even seconds. Employers, the owners of the tasks presented, have absolute powers on the platform, with no indication of who they have worked with previously, but workers, on the contrary, are fully evaluated and presented. Employers.
Workers rarely know the ultimate goal of their work, or the identity of entrepreneurs, due to the simple nature of jobs, which creates a huge disparity in information ownership.
The platforms also attract as many workers as possible to tackle the listed tasks, in order to maintain a high level of productivity while reducing the cost of each task, as well as turning the scales against the workers more with the absence of an actual workspace, and any direct human relationship with their colleagues, especially with the possibility to expel any of them easily from the platform.
Translation is one of the main areas that has seen a big explosion in this sector of business, Jones notes that the exploitation of workers in these small tasks, such as the translation of traffic instructions and machine manuals, “shows us bravely, the violent path of capital in relation to the professional paths; with the transformation of professionals into proletarians. ”
Jones also discusses the larger claim that huge sectors of jobs will become automated in the future, noting that the current fear of “some jobs going away altogether ” will be replaced by“ adapting to a particular form of jobs. ”
Many workers will realize that new technology in their jobs means jobs continue, but in new paths and less pleasant aspects of the job.
Various forms of “sub-work ” are the predictable result of AI ’ s near-term role in the evolution of capitalism, from Uber contractors to welfare recipients, who have been forced into“ conditional welfare ” against their will.
As Jones brilliantly points out, "the pessimists of automation...
They fail to see that the generalization of a particular technology depends on how cheap it is compared to hiring a human workforce. ”
Mechanical bastards.
Some of the larger microplatforms have clients from big tech companies such as Google, Microsoft and Amazon (owner of Mechanical Turk).
Jeff Bezos called Turkers “artificial intelligence ”, recognizing their role in making search algorithms and content stewardship today seem more automated and efficient than they actually are.
Google hired the large business platform Appen previously called Figure Eight while working on Project Maven, a contract with the Department of Defense for an artificial intelligence program to sort drone videos, as with self-driving vehicles, targeting drones with artificial intelligence requires sorting huge amounts of data, so the program “learns ” to distinguish between the massive flow of continuous camera data.
Workers, certainly without their knowledge, choose captche-like images to distinguish buildings from hills and cars from people, Appen contracts Microsoft and Amazon Web Services on various projects, while Twitter uses Turk to quickly identify trending topics.
Amazon is also suspected of using Turk to train the alleged facial recognition software, which was sold to police departments across the US, along with Google founding its own microbusiness platform Raterhub, with a central goal of testing the quality and sustainability of search results (other than stuffing results with paid ads).
Search evaluators (microworkers), especially from the Philippines, rank the importance and appropriateness of Google search results, reporting abusive or illegal items, that is, they actually support Google ’ s $1 trillion search algorithm, in a country with an average income of $3,430 in 2020.
Going beyond job creation and development projects for poor communities around the world, we find a different reality: the average worker earns less than $2 an hour.
It is a profession chosen by refugees, slum dwellers in the developing world and service sector workers, so the idea of microwork as an international career or development strategy seems laughable.
Jones explores the enormous obstacles to organizing workers, who lack user profiles, no communication system, or a physical workspace and meeting place.
Worst of all, they are undermining their career with their own hands, because micro-business platforms like Mechanical Turk record all the data related to completing the required tasks — duration, ranking steps, and ranking — to ultimately increase the level of automation, teaching the algorithm “how to do it. ”
This leads Jones to note that while Turk "looks like a business broker...
Its real purpose is to provide and classify data for Amazon ’ s network services. ”
With workers completely lacking trade unions and the almost total dominance of the anonymous taskseeker, Jones concludes that “microwork represents the pinnacle of the neoliberal imagination: capitalism without unions, culture and workers ’ institutions, capitalism without a factor to disturb it. ”
Jones ’ s prose disdain for these platforms made the book accessible, as he describes the typical microworking environment as “cramped, stifling workspaces adorned by a combination of cables and interlocking wires, the perfect theoretical antithesis to the near-heavenly campus inhabited by the new masters of the universe. ”
That means the offices of big tech companies.
The reliance of digital platforms on the micro-workforce is so staggering that “a strike by content moderators will instantaneously flood user accounts with violent and pornographic images, ” Jones notes.
But Capital predicted that when uncontracted microworkers withdrew from Facebook due to former US President Donald Trump ’ s use of the platform to spread lies, their supervisor ’ s statement said: “We will withdraw with you if Facebook allows it.
As external contractors, NDAs prevent us from speaking openly about what we are doing and what we are witnessing throughout our long hours of work. ”
Jones uses lessons from past labor organizational successes to recommend strategies.
Instead of organizing and collective bargaining, he describes actions similar to the 2018-19 Uber strikes in Cape Town and Mumbai, which blocked the central arteries of cities with their demands for lower fuel prices, and the actions taken by drivers in London and Paris when they were burdened with climate policies.
It also makes a strong case in defense of centers for micro labor unions, unpaid labor associations, demands the decontamination of basic services such as health care and linking them to the performance of certain tasks, along with the discussion of evasive tactics such as the Turkopticon platform, a browser plugin that covers the interface of the site, and allows direct reviews of taskmasters.
He argues that the option for workers to “resist is to form broader coalitions. ”
Beyond the dominance of big data centers and seamless digital interfaces, in the blur of electronic darkness we find a workforce just as toiling as any other company under capitalism, but the opaque nature of the digital economy creates a hazy climate that makes it difficult to see what goes on behind the scenes, not forgetting the contemporary cult of technology and its indifference to what goes on behind the scenes.
Arab Podcast 48

**Generational & Career Stage Gap:** There’s a communication breakdown between more senior staff and younger employees, partly rooted in stages of “functional adolescence.” This refers to employees — typically those with 5–10 years tenure — who become more defensive, independent, and eager to showcase achievements 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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This may manifest as reluctance to follow advice or engage with new processes, including technological solutions, especially if they did not originate the idea themselves.

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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Title:

Content: FINANCIAL TIMES
Hybrid work hard?
Wait for 2022.
A grim fact of life awaits us in the 21st century because the main platform for business conferences is no longer the place where big disagreements end.
I speak insistently in my high tone, because I have been very polite and restrained on such occasions, which have been made worse by the closeness of distances provided by virtual conferences.
So I was shocked one day earlier, as I followed a panel discussion about online business that was filled with unresolved disagreements.
Frankly, the debate has centered around a split on worker autonomy, which I think will widen as the trend for more flexible work grows.
It happened during a panel discussion at a conference held by the Financial Times on whether hybrid work that combines home and office can really work.
Three of the four panellists formed part of a new – and convincing – consensus that the office work life before the pandemic was inflexible, inhumane, and unproductive.
Now, Covid has stuck a welcome dagger into the heart of the irrational office hours of nine to five — and there is no going back.
Anne Frank, executive director of the Chartered Management Institute in the UK, has been a strong advocate of the idea that the pandemic has imposed a well-deserved modernisation of the way work is done and that “enlightened ” employers have come to know that giving employees more freedom to organize their work with home life has spurred greater loyalty and productivity in the workforce.
Erol Gardner, global vice president of consulting at EY, warned the uninformed that a recent global survey by EY showed that 54 percent of employees are willing to resign unless they have a say in where and when they work.
But the problems began when the tone of the debate turned to concerns that such an offer could harm business.
Laura Laltrillo, vice president at Honeywell Group in the US, said she was able to build good relationships with customers via Zoom because they knew her more personally, when she summoned them to her home via video call.
At this moment the fourth member spoke in an emotional way.
According to Neville Kopowitz, CEO of Vitality UK Insurance, it ’ s okay for customers to know you ’ re working from home while participating in some business-to-business meetings “at a certain job level, ” but there should be restrictions on workers ’ freedom in certain jobs.
“We get 20,000 calls a week in our call centers and our customers and customers won ’ t be happy because we decided that this employee and others could take a break between 3 and 4 o ’ clock and that ’ s why we won ’ t answer their calls, ” he said.
“We have to see the world through the eyes of our customers.
“Because at the end of the day we get paid. ”
Kubowitz applied the hybrid work experience and his employees had to work in the office two days a week, but he also had to run his business.
“Anne, ” he said,“ the reality is that when you run such large organizations, you have a responsibility to your customers. ”
It ’ s not just about being as flexible as you want. ”
Frank said in a tone of objection, “I didn ’ t say that! ”
She added that all the evidence showed that loyal and engaged employees better serve customers, and the pandemic revealed many of the "last century" management thinking styles.
Kopowitz replied, “Hey Ann, sticking to a strict schedule on when employees can serve customers doesn ’ t make an employer unfair. ”
The debate continued in this way.
In the end, no party was declared a winner, except those present at the debate.
They have taken an insight into the great dilemmas that hybrid work has begun to create.
Frank is right to say that research shows that workers become more productive when they are happy.
We don ’ t need Delbert ’ s stories to make sure that many traditional work practices are useless.
However, Kubowitz was expressing concerns that many employers have about the new era of worker autonomy that Covid has brought.
Can any company be sure that, almost two years after the pandemic, customers will tolerate an employee distracted by a doorbell, or that he talks to them in a faint voice on a home computer line?
Can companies adequately train their new workers while the older ones are not in the office, except for a few?
Is effective collaboration really possible in a hybrid environment?
Many companies will eventually make their way in this regard.
But as Frank pointed out, more than two-thirds of managers in the UK have yet to receive any training on managing hybrid work.
Until they are trained, the new world of work will ask more questions than it can answer.
Publish it.
MORE FROM FINANCIAL TIMES

**Threat to Authority & Control:** Some managers feel new technology diminishes their authority, expertise, or unique value.

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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.

Introduction of tech is perceived as undermining their traditional abilities or their control within the workplace hierarchy.

For some, technology removes the “special powers” they hold by virtue of experience or knowledge, equating its adoption with a loss of status.

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. ”

**Insecurity & Fear of Redundancy:** Just as historical Luddites feared for their jobs, modern skeptics may worry that automation or new digital systems could make them obsolete or underappreciated.

Title:

Content: FINANCIAL TIMES
Hybrid work hard?
Wait for 2022.
A grim fact of life awaits us in the 21st century because the main platform for business conferences is no longer the place where big disagreements end.
I speak insistently in my high tone, because I have been very polite and restrained on such occasions, which have been made worse by the closeness of distances provided by virtual conferences.
So I was shocked one day earlier, as I followed a panel discussion about online business that was filled with unresolved disagreements.
Frankly, the debate has centered around a split on worker autonomy, which I think will widen as the trend for more flexible work grows.
It happened during a panel discussion at a conference held by the Financial Times on whether hybrid work that combines home and office can really work.
Three of the four panellists formed part of a new – and convincing – consensus that the office work life before the pandemic was inflexible, inhumane, and unproductive.
Now, Covid has stuck a welcome dagger into the heart of the irrational office hours of nine to five — and there is no going back.
Anne Frank, executive director of the Chartered Management Institute in the UK, has been a strong advocate of the idea that the pandemic has imposed a well-deserved modernisation of the way work is done and that “enlightened ” employers have come to know that giving employees more freedom to organize their work with home life has spurred greater loyalty and productivity in the workforce.
Erol Gardner, global vice president of consulting at EY, warned the uninformed that a recent global survey by EY showed that 54 percent of employees are willing to resign unless they have a say in where and when they work.
But the problems began when the tone of the debate turned to concerns that such an offer could harm business.
Laura Laltrillo, vice president at Honeywell Group in the US, said she was able to build good relationships with customers via Zoom because they knew her more personally, when she summoned them to her home via video call.
At this moment the fourth member spoke in an emotional way.
According to Neville Kopowitz, CEO of Vitality UK Insurance, it ’ s okay for customers to know you ’ re working from home while participating in some business-to-business meetings “at a certain job level, ” but there should be restrictions on workers ’ freedom in certain jobs.
“We get 20,000 calls a week in our call centers and our customers and customers won ’ t be happy because we decided that this employee and others could take a break between 3 and 4 o ’ clock and that ’ s why we won ’ t answer their calls, ” he said.
“We have to see the world through the eyes of our customers.
“Because at the end of the day we get paid. ”
Kubowitz applied the hybrid work experience and his employees had to work in the office two days a week, but he also had to run his business.
“Anne, ” he said,“ the reality is that when you run such large organizations, you have a responsibility to your customers. ”
It ’ s not just about being as flexible as you want. ”
Frank said in a tone of objection, “I didn ’ t say that! ”
She added that all the evidence showed that loyal and engaged employees better serve customers, and the pandemic revealed many of the "last century" management thinking styles.
Kopowitz replied, “Hey Ann, sticking to a strict schedule on when employees can serve customers doesn ’ t make an employer unfair. ”
The debate continued in this way.
In the end, no party was declared a winner, except those present at the debate.
They have taken an insight into the great dilemmas that hybrid work has begun to create.
Frank is right to say that research shows that workers become more productive when they are happy.
We don ’ t need Delbert ’ s stories to make sure that many traditional work practices are useless.
However, Kubowitz was expressing concerns that many employers have about the new era of worker autonomy that Covid has brought.
Can any company be sure that, almost two years after the pandemic, customers will tolerate an employee distracted by a doorbell, or that he talks to them in a faint voice on a home computer line?
Can companies adequately train their new workers while the older ones are not in the office, except for a few?
Is effective collaboration really possible in a hybrid environment?
Many companies will eventually make their way in this regard.
But as Frank pointed out, more than two-thirds of managers in the UK have yet to receive any training on managing hybrid work.
Until they are trained, the new world of work will ask more questions than it can answer.
Publish it.
MORE FROM FINANCIAL TIMES

This insecurity can be exacerbated by management structures that reward cost-cutting or seek to replace “expensive” human input with technology.

**Ego, Ownership and Recognition:** Resistance can be rooted in ego and the desire for individual recognition.

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.

When technological change comes from someone else — management, “tech people,” younger staff — there can be resentment (“they get credit, not me”) or suspicion (“they don’t understand the job the way I do”).

**Intuition vs. Algorithm:** There is a divide between decision-making based on “intuition” (gut feeling, judgment honed over years) versus standardized, algorithm-driven approaches that technology enforces.

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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Veterans may view technological processes as undermining their nuanced understanding of the job.

Title:

Content: FINANCIAL TIMES
Hybrid work hard?
Wait for 2022.
A grim fact of life awaits us in the 21st century because the main platform for business conferences is no longer the place where big disagreements end.
I speak insistently in my high tone, because I have been very polite and restrained on such occasions, which have been made worse by the closeness of distances provided by virtual conferences.
So I was shocked one day earlier, as I followed a panel discussion about online business that was filled with unresolved disagreements.
Frankly, the debate has centered around a split on worker autonomy, which I think will widen as the trend for more flexible work grows.
It happened during a panel discussion at a conference held by the Financial Times on whether hybrid work that combines home and office can really work.
Three of the four panellists formed part of a new – and convincing – consensus that the office work life before the pandemic was inflexible, inhumane, and unproductive.
Now, Covid has stuck a welcome dagger into the heart of the irrational office hours of nine to five — and there is no going back.
Anne Frank, executive director of the Chartered Management Institute in the UK, has been a strong advocate of the idea that the pandemic has imposed a well-deserved modernisation of the way work is done and that “enlightened ” employers have come to know that giving employees more freedom to organize their work with home life has spurred greater loyalty and productivity in the workforce.
Erol Gardner, global vice president of consulting at EY, warned the uninformed that a recent global survey by EY showed that 54 percent of employees are willing to resign unless they have a say in where and when they work.
But the problems began when the tone of the debate turned to concerns that such an offer could harm business.
Laura Laltrillo, vice president at Honeywell Group in the US, said she was able to build good relationships with customers via Zoom because they knew her more personally, when she summoned them to her home via video call.
At this moment the fourth member spoke in an emotional way.
According to Neville Kopowitz, CEO of Vitality UK Insurance, it ’ s okay for customers to know you ’ re working from home while participating in some business-to-business meetings “at a certain job level, ” but there should be restrictions on workers ’ freedom in certain jobs.
“We get 20,000 calls a week in our call centers and our customers and customers won ’ t be happy because we decided that this employee and others could take a break between 3 and 4 o ’ clock and that ’ s why we won ’ t answer their calls, ” he said.
“We have to see the world through the eyes of our customers.
“Because at the end of the day we get paid. ”
Kubowitz applied the hybrid work experience and his employees had to work in the office two days a week, but he also had to run his business.
“Anne, ” he said,“ the reality is that when you run such large organizations, you have a responsibility to your customers. ”
It ’ s not just about being as flexible as you want. ”
Frank said in a tone of objection, “I didn ’ t say that! ”
She added that all the evidence showed that loyal and engaged employees better serve customers, and the pandemic revealed many of the "last century" management thinking styles.
Kopowitz replied, “Hey Ann, sticking to a strict schedule on when employees can serve customers doesn ’ t make an employer unfair. ”
The debate continued in this way.
In the end, no party was declared a winner, except those present at the debate.
They have taken an insight into the great dilemmas that hybrid work has begun to create.
Frank is right to say that research shows that workers become more productive when they are happy.
We don ’ t need Delbert ’ s stories to make sure that many traditional work practices are useless.
However, Kubowitz was expressing concerns that many employers have about the new era of worker autonomy that Covid has brought.
Can any company be sure that, almost two years after the pandemic, customers will tolerate an employee distracted by a doorbell, or that he talks to them in a faint voice on a home computer line?
Can companies adequately train their new workers while the older ones are not in the office, except for a few?
Is effective collaboration really possible in a hybrid environment?
Many companies will eventually make their way in this regard.
But as Frank pointed out, more than two-thirds of managers in the UK have yet to receive any training on managing hybrid work.
Until they are trained, the new world of work will ask more questions than it can answer.
Publish it.
MORE FROM FINANCIAL TIMES

**Cultural & Psychological Factors:** Organizational culture shaped by authoritarian or repressive management amplifies unwillingness to embrace change.

In rigid hierarchies, change is suspect — often perceived as a threat to established “norms” or as top-down interference, especially when workplaces have histories of mistrust or unhealthy competition.

**Loss of Human Connection:** Some feel technology erodes direct communication (preferring calls or face-to-face interactions over texts/emails) and promotes impersonal or transactional relationships at work.

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;

This can lead to an environment where individuals feel unheard or undervalued.

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. ”

Title:

Content: FINANCIAL TIMES
Hybrid work hard?
Wait for 2022.
A grim fact of life awaits us in the 21st century because the main platform for business conferences is no longer the place where big disagreements end.
I speak insistently in my high tone, because I have been very polite and restrained on such occasions, which have been made worse by the closeness of distances provided by virtual conferences.
So I was shocked one day earlier, as I followed a panel discussion about online business that was filled with unresolved disagreements.
Frankly, the debate has centered around a split on worker autonomy, which I think will widen as the trend for more flexible work grows.
It happened during a panel discussion at a conference held by the Financial Times on whether hybrid work that combines home and office can really work.
Three of the four panellists formed part of a new – and convincing – consensus that the office work life before the pandemic was inflexible, inhumane, and unproductive.
Now, Covid has stuck a welcome dagger into the heart of the irrational office hours of nine to five — and there is no going back.
Anne Frank, executive director of the Chartered Management Institute in the UK, has been a strong advocate of the idea that the pandemic has imposed a well-deserved modernisation of the way work is done and that “enlightened ” employers have come to know that giving employees more freedom to organize their work with home life has spurred greater loyalty and productivity in the workforce.
Erol Gardner, global vice president of consulting at EY, warned the uninformed that a recent global survey by EY showed that 54 percent of employees are willing to resign unless they have a say in where and when they work.
But the problems began when the tone of the debate turned to concerns that such an offer could harm business.
Laura Laltrillo, vice president at Honeywell Group in the US, said she was able to build good relationships with customers via Zoom because they knew her more personally, when she summoned them to her home via video call.
At this moment the fourth member spoke in an emotional way.
According to Neville Kopowitz, CEO of Vitality UK Insurance, it ’ s okay for customers to know you ’ re working from home while participating in some business-to-business meetings “at a certain job level, ” but there should be restrictions on workers ’ freedom in certain jobs.
“We get 20,000 calls a week in our call centers and our customers and customers won ’ t be happy because we decided that this employee and others could take a break between 3 and 4 o ’ clock and that ’ s why we won ’ t answer their calls, ” he said.
“We have to see the world through the eyes of our customers.
“Because at the end of the day we get paid. ”
Kubowitz applied the hybrid work experience and his employees had to work in the office two days a week, but he also had to run his business.
“Anne, ” he said,“ the reality is that when you run such large organizations, you have a responsibility to your customers. ”
It ’ s not just about being as flexible as you want. ”
Frank said in a tone of objection, “I didn ’ t say that! ”
She added that all the evidence showed that loyal and engaged employees better serve customers, and the pandemic revealed many of the "last century" management thinking styles.
Kopowitz replied, “Hey Ann, sticking to a strict schedule on when employees can serve customers doesn ’ t make an employer unfair. ”
The debate continued in this way.
In the end, no party was declared a winner, except those present at the debate.
They have taken an insight into the great dilemmas that hybrid work has begun to create.
Frank is right to say that research shows that workers become more productive when they are happy.
We don ’ t need Delbert ’ s stories to make sure that many traditional work practices are useless.
However, Kubowitz was expressing concerns that many employers have about the new era of worker autonomy that Covid has brought.
Can any company be sure that, almost two years after the pandemic, customers will tolerate an employee distracted by a doorbell, or that he talks to them in a faint voice on a home computer line?
Can companies adequately train their new workers while the older ones are not in the office, except for a few?
Is effective collaboration really possible in a hybrid environment?
Many companies will eventually make their way in this regard.
But as Frank pointed out, more than two-thirds of managers in the UK have yet to receive any training on managing hybrid work.
Until they are trained, the new world of work will ask more questions than it can answer.
Publish it.
MORE FROM FINANCIAL TIMES

**Platform Capitalism & Flexibility:** The rise of platform-based work and hybrid models raises new anxieties about job security, surveillance, and erosion of traditional work/life boundaries, leading to skepticism or pushback against such technologies.

Understanding these reasons can help you empathize with those who seem resistant, including your supervisor, and inform strategies for building rapport and encouraging a more open attitude towards change.

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;

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19 / 12 / 2022
Boss ’ s general illness = confidence before people, paranoia after people? Favorite subordinates to make small reports? Talking “leave blank ” is the best way to protect yourself!
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• Pan Shaoquan
Pan Shaoquan
Senior media editor, founding editor-in-chief of Hong Kong ’ s free newspaper Sunny Pao, and served as editor-in-chief of the Asian Chinese edition of Reader ’ s Digest in the United States, responsible for publishing in Hong Kong, the Mainland, Taiwan and Southeast Asia.
Prior to that, he was Deputy Chief Editor of the Hong Kong Economic Times Group, and Vice President of the Economic Times Publishing House. He was also the editor-in-chief of magazines such as ezone and Home Ownership.
He is also the author of a number of bestselling books, such as "Today in the Year of the '97 Journal", "Driving Outings Guide", "A Century of Wisdom and Management Classics", and "One Minute Management".
I have worked in Chinese, Chinese, European and American companies, and I like to study.
office politics.
This column is updated every week.
Most of the old and young people talk to people, their self-confidence explodes, and they say that they are invincible in the world, but in the management of the office, they are full of doubts and have no confidence.
Even after they have completed their EMBA, they have read what is called delegation, delegated power to their subordinates, and even talked about it when they are interviewed, but they rarely do so in the office.
Because they do not understand management, it should be said that they do not know how to put a production process, an event into a group, how to integrate, require the group to complement each other, the most important is to actively intervene.
Of course, more is that they do not have much material, but only get the trust of the "master" to sit on a high position.
To say this on the surface is to look down on them, but in fact it is to admit that they also have the ability to do things, but they do not care about the efficiency of their work, and do not care about the lives of their employees, but only seek the results of the meats to satisfy the big boss.
They and the big boss must be good, left and right, so they are most reluctant to really do things under their subordinates, afraid that they make achievements and affect their influence in the company.
They also like to make small reports to him, because they can grasp the situation of the company and think it is a loyal performance.
Frankly speaking, when we work, we are most afraid of meeting these bosses, and I am not willing to deal with them, because I hate them from the bottom of my heart.
Like just taking over a department, the deputy of the department will report to my supervisor after every meeting with me.
In fact, it is the same as tabloid reporting, the boss not only does not stop, but also asks long questions, which proves that he wants to use other people to "spy" on me.
Or he did not estimate that I actually told him directly, and later asked my subordinates to tell me directly.
I don't care what he thinks, but if he gets involved in the management of my department, okay, I'll give it back to you.
But wanting to step in, but shimmering, not aboveboard.
I ’ m polite and don ’ t let anyone take advantage of me.
This is to "stabilize" the boss, not let him have an opportunity to take advantage of, because management is my business, he wants to intervene also to be famous.
If you let him in, you let him out of the field and get up.
On the other hand, "deal with" subordinates, I directly told him clearly, when there is a problem in the meeting, "take it off", after the meeting, it is equivalent to taking care of it, "do something", and don't make any more mistakes.
The implication is, do not report to my boss, otherwise...... of course, these words are needless to say.
Not to say too clearly, especially in the office politics game, leaving blank, is a way to learn to protect yourself.
That being said, the subordinates still appear in the boss ’ s office from time to time, and I can ’ t see it. In short, the boss no longer asks questions.
I will not be suspicious, only like my boss is not really confident, will be suspicious, only like his subordinates who like to make small reports to him.
The content of the signed and / or unsigned articles published by Economic Times is the author's personal opinion and does not represent the position of Economic Times, and the role of Economic Times is to provide a free speech platform.
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FENG SHUI JIANG KNOW
The New Normal in the Workplace
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Title:

Content: Time change no longer brushes old shoes? After 95, 00 employees show bullying 7 new attitudes in the workplace
Author: Sister Zizhi
Published: Updated:
"Why is it that young people are not happy to please their superiors" has recently become an online hot topic, a large number of new generation of wage earners have left a message about their attitude in the workplace, "junior positions have become more choices, and new people can leave at any time"; "before returning to work for warmth and satisfaction."
Many netizens who currently work in middle and high management lamented that "times have changed."
Uncle's Love Story.
Some netizens asked in the discussion area "Why is it that young people are not happy to please their superiors", which attracted a large number of wage earners to leave comments.
The netizen pointed out, "Have you found that the current post-95 young people in the workplace are not willing to please their superiors, and the shoe-brushing culture is to be eliminated?" Then other netizens left a message directly pointing to "social animals", "Flattery, shoe-brushing are small people, why is the new generation now awakened, unaccustomed to see, will be said to be strange?"
Uncle's Love Story.
Some netizens refer to the "young people now, they are their own boss", so they disdain the brushing culture, but also pointed out that the workplace ecology has changed, everyone can open an online shop, pick up Freelance, do KOL, freelance / have more and more companies.
Compared to the previous full-time, now 95 after the concept is to rely on their own to please themselves, they are their own boss, and why should they brush their shoes to please the boss?
There are also netizens that there are many junior positions suitable for fresh people in the workplace, and college graduates can leave at any time.
The worst consequence of a boss refusing to brush his shoes is just losing his job.
Unlike the middle and senior ranks, there are more vacancies in the junior job market, and the cost of changing jobs is lower than before.
There are so many jobs and salaries are the same, what is the fear of leaving at any time?
▼ ▼ ▼ ▼ Click to see the 7 new attitudes in the workplace ▼ ▼ ▼ ▼ ▼
+ 3
【 1 】 Return to work for warmth and fullness; return to work for contentment
Today, workers in the workplace return to work mostly for self-satisfaction, not happy can change jobs at any time, do not be afraid of three meals, since the salary is the same, it is better to find a job that suits your own interests.
【 2 】 There are more choices for junior positions, and new people can leave at any time.
The worst consequence of a boss refusing to brush his shoes is just losing his job.
Unlike the middle and senior ranks, there are more vacancies in the junior job market, and the cost of changing jobs is lower than before.
There are so many jobs and salaries are the same, what is the fear of leaving at any time?
【 3 】 Brush old shoes for upward mobility, but where is the chance of upward mobility now?
No one wants to please and please, it is useful to please.
Enjoying your boss is for a better future, but no matter how hard you brush your shoes, you can ’ t move faster than your father ’ s peers, and there are few opportunities for young people to move up is a recognized problem in Hong Kong. Since you can ’ t change your shoes, who will do this against their own?
[4] Young people have no burden, work only a small part of life
Working people who have families to pay for housing and worry about their families may not be able to do without work for fear of sudden unemployment.
But for a workplace rookie, no family tired do not feel happy to change jobs at any time, no financial burden, why bother to brush the boss shoes?
Today ’ s young people are their own boss.
The workplace ecology has changed, everyone can open an online shop, pick up Freelance, do a KOL, and there are more and more freelancers / auxiliary operators.
Compared to the previous full-time, now 95 after the concept is to rely on their own to please themselves, they are their own boss, and why should they brush their shoes to please the boss?
【 6 】 The trend of "lying flat", lying flat leek is not good to cut
The word "lying down" means that instead of following the expectations of the community, it is better to choose the attitude of "lying down, no desire", that is, the "Hea" spoken by Hong Kong wage earners, in the workplace is flat, not seeking merit but seeking nothing, why should you deliberately brush your shoes to please?
"Respect" does not mean brushing shoes
Some netizens pointed out that not brushing the boss's shoes does not mean that there is no politeness / disrespect, why should we deliberately please?
Do a good job of basic respect and politeness, do a good job of the work, can't it?
"What's more, the flattery and the brushing of shoes are all the work of small people. Why is it that the new generation has awakened and is not used to it, and will be said to be strange?" 」
In fact, we have all experienced the stage of workplace rookie, recall that there were those workplace predecessors' bad habits that made you feel unbearable?
We may not be able to change others, but we can at least avoid becoming the adults we hate, and avoid becoming the “old seafood ” that is difficult to find among the fresh people in the workplace.