How do you manage generational conflict in a company?

So-called generational conflicts rarely depend on age alone. More often they reflect differences in expectations, language, ways of working and the criteria by which professional value is recognised.

In many contexts, established experience and emerging skills live side by side, but risk being seen as alternatives rather than as complementary. On one side there may be people with great experience and knowledge of the organisation; on the other, professionals who bring emerging skills, new perspectives and familiarity with tools and contexts that are evolving rapidly.

It therefore becomes useful to create spaces for structured discussion, to make expectations and needs explicit and to build shared working agreements, recognising the value of different contributions.

Depending on the context, facilitation, team coaching or dedicated workshops can be used.