Presentation describing Generations and the use of Generational Intelligence as a tool to work on problem-solving. The focus is for professionals in the agriculture and environmental fields to understand the problem-solving, learning, listening, and motivating characteristics of different generations so that you can deploy this intelligence tool for working more effectively with people and groups. This presentation includes information from Pew, Gallup, and others on some of the characteristics of generations.

1. Gen - IQ and Conservation
4 SCIENCE SAKE

2. 5 Generations in
the Workplace
(and on the ranch)
for the first time
Significant
differences in values
How they view
their role in
enviroment shifted

3. BIAS AND STEROTYPES
The difference between bias and stereotype is that a bias is a personal preference, like or dislike, especially when the tendency
interferes with the ability to be impartial, unprejudiced, or objective. On the other hand, a stereotype is a preconceived idea that
attributes certain characteristics (in general) to all the members of class or set
BOOMER GENX MILLENIAL

4. A generation is a group of people born around the same time and raised around the
same place. People in this “birth cohort” exhibit similar characteristics, preferences,
and values over their lifetimes.

5. A new generation starts
when a significant tragedy
will shift how a community
operates, technology
shifts, and economics
change

6. General trend based on Pew and Census Data

7. Illustration 266973073 © Alain Lacroix | Dreamstime.com

18. GENERATION
Silent
Boomers
GenX
Millennials
GenZ
CULTURAL ETHOS TRIGGER
Together We Can!
I Can
Prove It
Best Choice
Most Good
.

20. DO GENERATIONS
APPROACH THEIR ROLE IN
THE ENVIROMENT THE
SAME WAY?

24. "Climate change, like problems in education policy and
public health, is a wicked problem. It avoids straightforward
articulation and is impossible to solve in a way that is simple
or final. Our changing conversations around climate science
and conservation, the unique regional factors that determine
the local consequences of climate change, and our ability to
present endless possible solutions (as well as the
irreversibility of these solutions) require we approach
climate change with holistic and collaborative reasoning in
search of long-term, future focused solutions. "
STONYBROOK UNIVERSITY -
ENVIRONMENTAL HUMANITIES
WORKING GROUP

25. Complex environmental problems—such as climate change, excess
nutrients in waterways, and droughts and wildfires—are often described
as "wicked" problems. They have multiple causes; their solutions require
coordination among groups of people who may have differing views of
the problem; and there are often multiple and overlapping lines of
authority for implementing solutions. The science, too, may be unsettled,
and the relationship between science and policy may be fraught with
difficult decisions and trade-offs.
Top-down or agency-led approaches have been unable to solve these
issues, and increasingly, policy makers, activists, and scientists have
advocated for more collaborative approaches that seek to engage
multiple stakeholders in defining and addressing the causes and
consequences of wicked issues. These approaches are intended to move
beyond the basic requirements of public comment toward approaches
that explicitly invite stakeholders to become involved in shaping
programs and policies that affect their lives, livelihoods, and families.

26. Activity
Describe a wicked problem in
your profession

27. Activity
Describe a wicked problem in
your daily/local work

32. Gen Z

33. Activity
REGENERATIVE
AGRICULTURE
ANIMAL HOUSING/FREE
RANGE
PRESCRIBED FIRE

34. THE
SIGNIFICANCE OF
GENERATIONAL
INTELLIGENCE,
EMPATHY, AND
LEADERSHIP

35. Activity
What drives you crazy about work
with different generations?

36. Activity
What do you wish could change
about work methods?

37. THE
SIGNIFICANCE OF
GENERATIONAL
INTELLIGENCE,
EMPATHY, AND
LEADERSHIP

38. • Empathy as a Bridge to Understanding: Bradberry discusses empathy not just as feeling for
others, but as a critical component of effective leadership. It's about genuinely
understanding where others are coming from, which fosters better communication and
collaboration.
• Empathy in Decision Making: Bradberry suggests that empathy allows leaders to make more
informed decisions. Understanding the emotional impact of decisions on others leads to more
thoughtful and comprehensive outcomes.
• Empathy Enhances Team Performance: Bradberry points out that empathy in the workplace
doesn't mean agreeing with everyone's views but recognizing and validating them. This approach
can significantly enhance team cohesion and performance.
• The Role of Empathy in Emotional Intelligence: As a key component of emotional intelligence,
empathy is positioned as a skill that can be developed. Bradberry's work often focuses on practical
ways to enhance one's ability to empathize with others, highlighting its value in personal and
professional growth.
TRAVIS BRADBERRY

39. Trait Perspectives
Listening vs. Understanding
Good leaders listen to their team, but great leaders deeply understand and empathize with their
situation, fostering trust and respect.
Strategic Advantage
Empathy provides leaders with a strategic advantage, enabling them to anticipate needs, adapt
their style, and inspire innovation.
Decision Making
While good leaders make decisions based on logic and data, great leaders also consider the
emotional impact on their team’s morale.
Skill Development
Empathy is viewed not just as an innate trait but as a skill that can be developed, distinguishing
between good and great leadership.
Building Relationships
Good leaders use empathy to resolve conflicts, while great leaders use it to build a strong
foundation of trust, preventing conflicts.
PRACTICAL TIPS

40. VIEWS ON WORK
Work
Life
Balance