Setting Boundaries to Resolve Conflict

Setting Boundaries to Resolve Conflict

Don't know where the future's headed

But nothing's gonna bring me down

Adam Lambert – No Boundaries

Introduction -  Setting boundaries to Resolve Conflict

Feeling Uncomfortable? Set a Boundary

Not too long ago, we wrote a blog about boundaries called Feeling Uncomfortable? Set a Boundary! This laid the foundation for better understanding how we manage the space between others and ourselves. We also introduced theory to explain tensions between being close and distant with others – tensions that are constantly in balance in all of our relationships. 

But what next? How to fix a relationship in relation to a boundary? How does one take this information and apply it within daily life?  How does one deal with or manage a conflict where a boundary is involved? Does every conflict involve some sort of boundary issue?

To start, we recommend being a self leader and taking responsibility in conflict situations. We wrote a blog about self leadership and conflict resolution, which discusses a model to help you feel powerful in relationships.

Common types of boundary violations

Someone around me is angry

It’s hard to not get caught up in someone else’s anger. Anger can come across as very aggressive, and can distract us from what we are doing or thinking. If the anger is from someone in public, and it is not directed towards you, escape from the situation. Remind yourself  there is nothing you can do, and get out of there. Now, if the anger is based on something that you might be  responsible for, you need to take a different approach. Look at our blog on dealing with anger and how to manage anger to learn more about this.

Someone around me is stressed

This is also a difficult emotion to deal with. Not only is it an emotion, it becomes a physiological response, which makes it even more challenging to manage. Someone else’s stress might easily become yours' within minutes or seconds if you do not stay focused  and reinforce your interpersonal boundaries with the person. If you want to improve your boundaries around someone who is stressed, feel free to tell the person that you are starting to feel stressed as a result of their stress. You can say something like,”I feel anxious that you were talking about that. I think everything will be fine.” Or, if you want to help that person deal with their stress, feel free to do so, but make sure that the person gets the help that they need. Also, it is important for you to have your own stress reduction strategy, whatever that looks like to you. Do you go to the gym regularly? Do you do yoga? How do you feel relaxed and what can you do you want a regular basis to reduce your level of stress overall?

Someone around me is offensive

If someone around you said something that you feel uncomfortable about, you can manage your response in several different ways based on your goals and the impact you’re looking to have in the situation. Is there way for you to can state your needs through having a constructive confrontation? This is often the best way of getting your message across, while making sure that you are not offending someone and escalating the conflict unnecessarily. Otherwise, it might even be appropriate to react based on your first instinct or feeling. If you do not think that you will be put in a dangerous situation as a result of your response, and your reputation will not be hurt, feel free to go with it.

Someone around me is jealous

Jealousy is pretty complicated and may require that someone in the situation must work on their confidence. Although you might want to set an obvious boundary with the other person, is important to try to be empathetic to their situation. This is not to say that you should do something that you are not comfortable with or take it lightly if someone wants to take revenge. However, your empathy can go a long way to help resolve a potential conflict. Remember, you are not responsible for their feelings. However, one of the best ways of getting out of the situation is by doing precisely that, get out of it.

Someone around me is in a conflict

Have you ever been around someone that is in conflict with someone else, and you inadvertently started to take on their view or feel the same way toward the other person? This is often part of a conflict escalation cycle, when people start to form groups as result of a conflict that becomes increasingly confusing and messy. It is hard to stay neutral in a conflict. One of the best ways to manage this boundary is by using conflict resolution skills. Even better, take leadership in the situation and help the person see things in a new way. Ask yourself if it is worth getting involved and hurting your own relationship with that other person for something that may or may not have happened. It takes two to tango, so if there is a conflict, both parties have probably contributed in some way. At the same time, gossip can be a good thing in particular situations. Think about these ideas and make the right decision for you.

                                                                                                                         

Conflict Resolution -Top 8 tips to resolve conflict

Conflict Resolution -Top 8 tips to resolve conflict

Conflict Resolution -Top 10 tips to resolve conflict from Mediate to Go

Introduction to Conflict Resolution

Man must evolve for all human conflict, a method which rejects revenge, aggression and retaliation. The foundation of such a method is love.
- Martin Luther King, Jr.

Definition of Conflict

What is conflict? Conflict means “discord of action, feeling, or effect; antagonism or opposition, as of interests or principles”, and an “incompatibility or interference, as of one idea, desire, event, or activity with another”  (Dictionary.com). Other words for conflict include collision and opposition. Conflict often leads to a great deal of pain, leaving people wanting inner peace.

Areas and levels of conflict

Conflict can take place in interpersonal relationships within the family and in the outside world, and at various other levels, including intrapersonal conflict (conflict within the self), departmental, organizational, community-based, regional-based, national and international conflicts.

Often, conflicts take place at varying levels at the same time. For example, you might have a conflict at work with a colleague, but at the same time, the organization, by failing to address the issue right away, creates a conflict between yourself and the organization. Here are some examples of levels of conflict in an organizational setting.

Conflict Escalation

The most challenging part of conflict relates to conflict escalation. Typically, conflict escalates between parties so that issues become bigger than necessary, parties become increasingly angry with one another, they focus on blaming each other and issues become increasingly complex and difficult to resolve. Even if parties want to fix the relationship, it becomes increasingly difficult.

Ways to address conflict. Formal vs. Informal (alternative dispute resolution)

In many areas of life, the traditional way of resolving an issue was to fight in court. Whether its divorce or a workplace dispute, parties would file a complaint or an action in court to address the issue. This type of approach, including labour arbitration, is adversarial, rights based and more formal. Parties ask a third party to make a decision, often leading to a win-lose situation. Read about the differences between mediation and arbitration. On the other hand, conflict resolution is now more about alternative dispute resolution, this means issues are addressed outside of formalized processes. Parties try to fix their relationship and resolve issues in a non-adversarial way, and only resort to a formal approach if the informal is unsuccessful.

Top 10 tips to resolve conflict

1. Don’t avoid the conflict. You might fear conflict and confrontation due to a fear of being rejected. Conflict can be positive for you, your relationships and your organization. Conflict can actually be good for business, leading to innovation. The key is to build your confidence to address the issue. Know that everything will work out.
2. Manage your anger. Take some time to breath, relax and reflect, if you feel you might explode. Ideally, you bring up your feelings immediately in the situation, if you feel safe. However, there is nothing wrong with finding the right time to discuss an issue. This can reduce the likelihood of escalation.
3. Reflect, don’t blame. We have the tendency to blame others. If you try hard, you can put yourself in the other’s shoes. What might they have felt in the situation? How would it have felt for them. It’s uncomfortable, but put time and effort into this.
4. Don’t stay if it’s a destructive relationship. Is the conflict reoccurring? Think about whether the conflict is destructive. Sometimes we stay in destructive relationships, but no matter the resolution, it will be short lived without addressing the deeper issues. If you can’t decide if you should divorce or not, read about how to choose between mediation and therapy.
5. Learn about negotiation and how to negotiate. Often, conflict resolution requires people to negotiate to ask what they are looking for.
6. Confront the person in a respectful way. We call this a constructive confrontation, where we prepare to discuss our concerns with someone in a respectful way, focusing on our feelings, not blaming the other.
7. Take leadership in the situation. Become a self-leader in conflict resolution. To be a self-leader, you need to be powerful. Follow our LEADER acronym to address issues effectively to resolve conflicts in your life.
8. Learn about conflict resolution and how to fix a relationship. Listen to our Top 10 songs about conflict to learn about typical types of conflict, and ways that people typically resolve issues.

Conflict Escalation - Easy steps to manage and resolve your conflicts.

Conflict Escalation - Easy steps to manage and resolve your conflicts.

Mediate to Go: Conflict can escalate easily if we don't address it appropriately.

Blog on Conflict Escalation

This blog is about the conflict process model by Morton Deutsch. His work, also known to some as the conflict escalation model or used as a conflict diagnostic model, can help parties learn more about the conflict escalation process and what one can do to increase the likelihood of effective conflict resolution and conflict management. 

Introduction to Conflict Escalation

In order to effectively manage conflict , one must better understand the dynamics of conflict escalation. Conflict can be a normal and healthy part of any relationship.  Workplace conflict, if managed effectively, can be good for business.  Differences in perceptions can improve problem-solving and increase innovation. Personal conflicts, such as conflict in the family, can help people determine their values and ask for what they need. In order for conflict to be a positive thing, one must manage the process of conflict so that it does not lead to conflict escalation.

What is conflict escalation?

Morton Deutsch, a pivotal leader in the field of conflict resolution, psychology and education described conflict escalation in detail. In his view, conflict at times may become destructive,  ”by a tendency to expand and escalate”. Conflict escalation is a negative process of conflict.

Deutsch stated,

The tendency to escalate conflict results from the conjunction of three interrelated processes:

1.     Competitive processes involved in the attempt to win the conflict;

2.     Processes of misperception and biased perception; and

3.     Processes of commitment arising out of the pressures for cognitive and social consistency. These processes give rise to a mutually reinforcing cycle of relations that generate actions and reactions that intensify the conflict. (direct quote, p. 352)

Limiting conflict escalation?

Other processes may have the effect of limiting conflict escalation. However, if they are weak, conflict may escalate. Other processes that might lead to conflict escalation if they are weak include:

4.     The number and strength of the existing cooperatives bonds;

5.     Cross cutting identifications;

6.     Common allegiances and memberships among the conflicting parties;

7.     The existence of values, institutions, procedures, and groups that are organized to help limit and regulate conflict; and

8.     The salience and significance of the costs of intensifying conflict. (direct quote, p. 352)

Unfortunately, ”Even if [these] are strong, misjudgment and the pressures arising out of tendencies to be rigidly self-consistent may make it difficult to keep a competitive conflict encapsulated.” (p.352) In sum, limiting conflict escalation requires a great deal of effort for mediators, conflict coaches, and parties facing conflict. One basic way of stopping conflict escalation is through ending blame and defensiveness.

Process of Conflict

Destructive process of conflict

Conflict, if not managed effectively, leads to a process of conflict that is destructive. Some destructive conflict is also characteristic in destructive relationships and revenge. Deutsch stated the following characteristics of the processes of conflict when it becomes destructive,

• The initial cause of the conflict is forgotten or becomes irrelevant;
• The issues expand in size and number;
• More people become involved in the conflict;
• The precedents and principles which appear to be bad issue increase;
• Parties are willing to absorb a higher cost;
• Negative attitudes towards the other side are intensified;
• Parties rely more on power, and “upon the tactics of threats, coercion, and deception”. (direct quote, p. 352-3)

Constructive process of conflict

An ideal process of conflict resolution involves the use of ”Persuasion and from the tactics of conciliation, minimization of differences, and enhancement of mutual understanding and goodwill.” (p.352) These there just a few ways to move constructive conflicts from escalation to resolution.

For Deutsch and others in the field of conflict resolution, constructive processes of conflict resolution we’re based on three key features; creative thinking, cooperative problem-solving, benevolent misperception and cooperative commitment. (p. 360-365)

Creative thinking

“[O]ne of the creative functions of conflict resides in its ability to arouse motivation to solve a problem that might otherwise go unattended.” (p. 361) In order to facilitate creative reactions to problems requires that people do not feel in anyway threatened and they are tolerant of ambiguity and open the unknown. (361) 

In order to increase the possibility of a constructive process of conflict resolution, we must create a safe space and help ourselves and others feel motivated to address the conflict. Mediators and conflict coaches must constantly ensure that parties feel safe and comfortable, as a means of improving creative outcomes to a conflict – hence,  a major benefit of using mediation services.

Cooperative problem-solving

“In a cooperative context, the conflict can be viewed as a common problem in which the conflicting parties have the joint interest of reaching a mutually satisfactory solution.” (p. 363-4) Cooperation has many positive impacts that can lead to a more constructive process of conflict resolution. Deutsche found the following:

·      Open communication is facilitated between the parties which increases the exchange of information, helping parties address the real issues of the conflict;

·      Each side is recognized as having legitimate interests and the need to find a solution that addresses these;

·      Trust and friendliness improves, which helps parties be sensitive to their similarities and shared concerns and downplays their differences. (p. 363-4)

Benevolent misperception

“Cooperation tends to minimize differences and enhances the perception of the others' benevolence.” This means, if parties are overall more cooperative, they’re more likely to see the other person as having good intentions. Deutsche also mentioned some shortcomings of this, if parties do not address all of their issues.  However, benevolent misperception can increase the likelihood of cooperative conflict resolution. As a result, we recommend facilitating a cooperative environment, be it in a professional or personal context.

Cooperative commitment

For better in some cases, ”[p]ast investments, already established facilities, procedures and institutions, Obligations to third parties, and situational pressures may operate to bind one to a cooperative relationship.” (p. 364) This means that ”[t]he bonds of a cooperative relationship maybe cemented in loyalty, obligation, conformity, guilt, or convenience as well as in personal attachment and personal gain.” (p. 365)

The question then becomes, does the end justify the means? It seems that more adversarial forms of negotiation (see also negotiation tactics) would tend to use some of these means to encourage the resolution of the conflict. However, if parties are not fully motivated to abide by the resolution, or their feelings of loyalty, attachment, guilt or notions of personal gain change, the resolution might be at risk. As conflict resolution experts, we recommend that parties do their best to address the root of the issues at hand to prevent social conflict escalation and a stalemate.

Conflict management and conflict resolution

Taking self-leadership in conflict situations also means learning about conflict escalation and how to reduce the likelihood of fights going bad - destructive conflict. 

Mediate2go: Don't escalate conflict - be a self-leader

You might ask yourself, what is destructive conflict at home or what is destructive conflict at work, and how can it be resolved?

To effectively manage or resolve a conflict, one must do their best to prevent the conflict from escalating. The conflict escalation process can decrease the likelihood of parties finding a means of collaborating and resolving their shared issues together. In some ways, addressing the stages of a conflict through addressing the conflict escalation process is a way to resolve conflict in itself.

What does this mean for you? You need to know how to manage conflicts at work? How to address the conflict within your family?  Here are some recommendations;

• Create a supportive and safe environment, so that people do not feel threatened;
• Encourage a cooperative environment through the use of activities to build trust and positive relationships;
• Even if you disagree with the other person, recognize that they have legitimate interests and concerns;
• Build relationships with an authentic intent to treat others with respect and dignity. Be open and honest with your needs and concerns, and help them feel comfortable to do the same with you;
• Read about taking self-leadership in conflictsituations, how to fix a relationship, fight fair, active listening and how to build and maintain trust.

Deutsch, M. 1973. Conflicts: Productive and destructive. In Conflict resolution through communication, edited by F. E. Jandt. New York: Harper & Row. 

Some links on conflict escalation:

Wikipedia

Beyond Intractability

U of Oregon

Keywords: Conflict de escalation, de escalating conflict, it escalation process,

Self-leadership in Conflict - Leadership Styles

Self-Leadership in Conflict - Leadership Styles

Be the change that you want to see in the world. ― Mahatma Gandhi

Self-leadership in Conflict - Leadership Styles

 Essential advice on how to manage and reduce harmful conflict at home and at work. 

Here is what we think about self-leadership in conflict. Also known as taking self-responsibility in conflict, self-leadership is about taking leadership across situations to manage your own reaction to issues and conflict, and also help others manage their issues. While it might not be considered a style on its own, it might have a significant impact on your situation. As mediators and conflict coaches, we recommend learning about self-leadership because we believe everyone is responsible for their own behaviour in situations. We always have a choice in how we react, and this can have a major impact on the dynamics and relationships around us.

Self-leadership in conflict assumes the following characteristics:

• We are responsible for what we bring to a situation (our thoughts, which impact how we feel. If we change our thoughts, we can modify how we feel about situations),
• We should give people the "benefit of the doubt" (assume the best in people),
• We always have a choice in how we react to a situation,
• Our behaviour can impact those around us,
• We should take responsibility to make a situation better.

Self-leadership in Conflict - Leadership Styles

We use the acronym LEADER.

L - Limits and boundaries: 

We all have limits, which are "lines in the sand" that shouldn't be passed by those around us. Sometimes they differ based on the relationship. What we share with our intimate partner should not always be shared with family, friends and colleagues. Boundaries are based on what we and others are comfortable with. If someone is not comfortable with certain things, then we must respect their boundaries as we expect the same in return. If you feel uncomfortable about something, it is likely that someone has not respected one of your limits. They might not be aware or your limits, so it is your responsibility to state your boundaries in the situation. This is an essential part of self responsibility in conflict. To better know our limits, which require boundaries, we should be aware of triggers. Read our blog on Boundaries.

E - Explore Triggers: 

Have you found yourself react strongly to particular statements made by friends or family. Maybe you become defensive about particular subjects, or "shut down" around others in particular situations. This means that something has triggered something within you. No, the other person is not responsible for your reaction (see below). rather, something from the last is likely leading you to react in such a strong way. We all have a history. How did we handle conflict and confrontation in the past? How did we react to the anger and emotions of others? What do we associate with the present triggering behaviour, whether it be from childhood or something more recent. Although mediators are not to help clients analyze this, we must take responsibility for the triggers that seem to push us to react in strong ways. If we work on understanding these, it might be easier to react in a calm manner, proportional to the situation. 

A - Assumptions and perception checks: 

How often do we assume that someone else intended to do something negatively, and then subsequently find out they had no negative intention whatsoever. Psychologically it's easier for us to assume others had a negative intention, while we, in the same situation, would have had a positive intention- see fundamental attribution error. Checking out the perception of others around us requires constant effort, but can go a long way in helping you prevent and manage conflict. Ask the person, when you said this, what did you mean by it? Or, when this was said, this was my perception. How did you perceive the situation? You will likely feel a sense of relief most of the time, and a sense of resolution, that the person didn't have a negative intention.

D - Direct discussion: 

You might feel a sense of relief to "vent" to someone about the behaviour of someone else. It might even feel right to you. Maybe you want to feel more emotionally in control before you actually have a discussion with them. While this could be helpful, why don't you have a direct discussion with the person who did something that you felt uncomfortable about? Talking to others might reinforce your negative assumptions about someone else, and make the discussion even more challenging when you finally decide to have it. Or worse, you might, as a result, decide not to talk to the person, and let the relationship continue to deteriorate. Many times, it's with it to at least try to have a direct discussion with the person, especially when you are likely to have interactions in the future. Here are some tips to structure your constructive confrontation.

E - Emotional health: 

If you are emotionally happy, you will be better able to handle challenges in your day, including possible communication issues with others. In fact, you will likely prevent many issues from emerging in the first place. When we feel happy and healthy, other people are likely to feel at ease around us, and more Likely to interpret us in the way we intend them to. For example, it's easier for a colleague to assume that everything is okay in your relationship together if he interaction is positive. On the other hand, if you are stressed out, and angry about something, they might mistakenly assume that the negative emotion is directed at them. Thus, creating miscommunication and possible conflict. In the same way, if we are happier, when someone at work seems to be negative or short around us, we are more likely to assume it's not about us, and they are likely just having a bad day. Emotional health is also impacted by physical health. See our blog about emotional health, 

R- Reaction control: 

We are responsible for our reactions and our feelings. It might seem hard to believe, but others do not control our feelings. We are responsible for how we think, which then impacts and leads to how we feel. While it's understand to feel impacted by the behaviour of someone else, the way we react is what we do have control over. Will you "stoop to their level" or "take the high road", meaning, will you react in a way that you respect and expect from others, or will you simply retaliate and act with a sense of revenge. Ask yourself what are the consequences of both approaches. I terms of self leadership in conflict resolution, acting with vengeance leads to conflict escalation, and rarely will get you what you want, being, resolution to the situation.

So next time you feel uncomfortable, hurt or angry about something, you hear someone gossiping at work, or you simply want to be a force of positive change for others in your life, be a LEADER.

Search self-leadership, self-resolution, self-mediation, leadership, self-leadership, leadership-styles

Modernizing your practice: mediating on a cloud, get found online and get more clients

Modernizing your practice: mediating on a cloud, get found online and get more clients

Mediate2go: Modernizing your practice: mediating on a cloud, get found online and get more clients

“We look at the present through a rear-view mirror. We march backwards into the future” – McLuhan, The medium is the Message: An Inventory of Effects

Things are constantly changing in the world; this includes the world of conflict and conflict resolution. Young mediators have started to enter the field, some studying dispute resolution at undergraduate and graduate levels, some coming from backgrounds in social work, psychology, applied human sciences, communication and nursing (see How to Become a Mediator in 11 Steps). Some have interdisciplinary backgrounds, bridging mediation training with other fields, such as law. Many new mediators might not opt for a law degree, and may simply get some training in relevant areas of law through continuing education. 

The clients in mediation are also changing. GenX and GenY mediation clients have been raised with technology, and now use this in how they create and solve problems, how they interact with one another, how they act as consumers in the world and what they expect from professionals (such as mediators). (please see the UN Report). This is also the case for GenZ clients, who might be members of peer mediation processes or sit with parents within family mediation processes.

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Mediators from this generation are also different. GenX and GenY mediators are re-defining what is considered best practice in dispute resolution. They use technology to build and maintain their practice, to connect and retain clients, and ensure credibility through offering customer relationship excellence with cloud-basedcase management. They adapt their processes to meet client needs and expectations. There is no longer a monopoly on mediation practice, and now, lawyers do not have the only right to act as third party neutrals.

Mediators from GenX and GenY have a new way of working. No longer do they walk into the mediation room with a bulky briefcase of documents and promote themselves through the newspaper - they walk into the mediation room with their tablet or iPad, and promote themselves successfully through social media. See our blog on how to use our cloud based case manager.

Some mediators and their clients no longer use email (let alone the phone), some only communicate on FaceTime, Skype, Twitter and Facebook, etc. These mediators have already adapted to the marketplace and know that their current and future client base is already in the cloud. These cloud mediators know that consumers will not just pay high prices for mediation because someone has a law degree. They would rather opt for an affordable mediator with a great reputation and credibility - which isn’t based on the letters at the end of your name.

Mediate2go: Modernizing your practice: mediating on a cloud, get found online and get more clients

Key Mediation (practitioner and client) trends per Generation:

(See UN Report for key generational differences and similarities)

GenZ: 2000 to present

GenZ, which according to some is the “conflict generation” due to having been raised during various world conflicts, is also known as the generation of digital natives. They have been raised with technology, and know not a world without it (see Wiki). 

1.    Diversity is normal: This generation was raised in an extremely diverse environment. These generations expect others to respect diversity in all areas of service, even if they do not themselves do not belong to a particular group. This respect and comfort with diversity is likely to spread to technology.

GenY: Born between 1981-2000

Often portrayed as egocentric, GenY’ers were validated and empowered when they were raised, and expect safety and security. This generation is characterized as being natural at “networking, multiprocessing and [being] global-minded” (UN Report).

1.    Instant Service: GenY members want things right now, so online dispute resolution offers a quick solution. If you’re not there as a service provider when they want it, they will move on. If you are asked as a mediator to provide a document, they want it right away. They want their copy of the settlement agreement immediately, etc. Luckily, this is possible with Mediate2go.com.

2.    Online Platforms: They are reliant on the internet, using everything from “Webinars, Instant Messaging, Blogs, Podcasts, Avatars, Youtube”, Instagram, Pinterest, Flickr, etc. These are the new normal in terms of reaching out and maintaining client relationships. Mediators must use these mediums. Some conflicts are created through these services, so an understanding of them through experience is a new form of credibility that will be expected.

3.    Online Learning: Learning can come in any format, including blogs, etc.

4.    Client Focused: Client and mediator focus orientation is Email, Instant messaging and Text, so clients expect this mode of communication.

5.    Expect comfort and Respect for Personal Life: Mediation from home is a great option for clients to feel comfortable. They expect personal life to be respected, so prefer to attend less formal meetings

6.    Relationship Focus: Mediation clients are motivated by relationships, sometimes of which are all social media based, which means that mediators should be skilled at making and maintaining online relationships. See our blog on the definition of trust and building trust.

7.    Empowerment: GenY clients especially are looking for empowerment, so self-mediation and learning about conflict resolution is what they want. They want to be empowered to resolve their own conflicts.

8.    Always Online: Mediators and clients use web and networks 24/7, so they expect quick replies and access to information at any time.

9.    Collaborative: This generation having blogged and played multi-player video games is all about collaboration. They expect this in receiving services, and collaborating with other mediators.

GenX – Born between 1965-1980

GenX’ers developed behaviours “of independence, resilience and adaptability” (UN Report)  This generation is more open to technology and some have embraced its benefits. Here are some key characteristics:

1.    Technology Motivates: Primarily on email and mobile 24/7 but new technology can be extremely motivating for them, so mediators should, at a minimum, be comfortable with email, and better, use secure messaging to protect a client’s privacy. 

2.    Web-based Training: Comfortable with web-based training, so they can already be reached in this way

3.    Design Savvy: Already sensitive to design and graphics, so a nice web interface is key. They are more likely to understand that clients also expect a nice interface, so they know that they must have a great web presence, similar to the design of Mediate2go.

BabyBoomer – Born between 1946-1964

Boomers “live to work”, and have a strict worth ethic, expecting others to have the same (UN Report).  This generation was also raised when the nuclear family was the norm, so new types of families and ways of living were not so common. As a result, they may be somewhat uncomfortable with client requests coming in at all hours of the day, and new arrangements of living together. Overall, here are some trends for this generation.

1.    Phone focused: Stuck on telephone for some, but many are embracing technology

2.    Not Raised on Tech: Assume that others see technology the way that they do, that it’s hard to navigate - they underestimate how technology is natural to some other generations, possibly being resistant to technology.

3.    Exploring the Online: Already using email and google, but still behind on Instant Messaging (IM)

4.    Web-based Training: Want multi-media learning and well-organized knowledge dissemination

Traditionalist – Born between 1925-1945

Known also as the Veteran Generation, Traditionalists are “hardworking, financially conservative, and cautious” (UN Report). As a result, they often look at client relations whereby:

1.    Face-to-face is best: stuck with face to face contact only, and are less likely to use E-mail/IM/Text due to their discomfort with change. Although many are now open to new technology.

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UN Report