Conflict Management Strategies Between Generations in the Workplace: Perspectives from Millennials and Baby Boomers

Abstract

Generational conflict in the workplace has become an increasingly relevant issue in the modern era, especially between the Millennial generation and Baby Boomers who have different characteristics, values, and work approaches. This study aims to explore the conflict management strategies used by both generations in dealing with differences in perception and work styles in the professional environment. Using a qualitative approach based on literature study (library research), this study analyzes various theories, previous research results, and organizational policies related to intergenerational conflicts in the workplace. The results show that conflicts between Millennials and Baby Boomers are often rooted in differences in communication, job expectations, and perspectives on leadership and work flexibility. Baby Boomers tend to have a hierarchical, disciplined, and rewarding work style that values work experience, while Millennials prioritize flexibility, innovation, and balance between work and personal life. To address these conflicts, some of the effective strategies identified include open communication approaches, cross-generational mentoring, flexible work policies, and strengthening an inclusive organizational culture. In addition, organizations need to implement adaptive leadership training policies that allow for the integration of both generations in a harmonious and productive work environment. This study contributes to providing academic insights into the impact of generational differences on organizational dynamics, as well as offering practical strategies for managers and organizational leaders in managing a multigenerational workforce. Further research is needed to develop more specific intervention models in dealing with generational conflicts in various industrial sectors.