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More often than not, challenges within a community or workplace arise from one generation not understanding or respecting another. Whether it’s disputes about team collaboration, preferred communication styles, or leadership approaches, generational differences can often act as barriers to unity.

However, generational differences can also be what makes a community stronger and more effective when embraced and understood. Let’s explore how to build and maintain an intergenerational community.

This article will examine what it means to be a generation and why each generation differs from the others.

What Defines a Generation?

Most people define a generation as a group of individuals born during a similar time period, and while this is true, it’s only part of the story. The other half of the definition lies in the culture and shared experiences of those individuals.

A generation is, in essence, a sub-culture. For example, consider two individuals born in September 1981. One is born in Auckland, New Zealand, and the other in Moscow, Russia. Despite being born at the same time, their values and perspectives will differ significantly because of the unique cultural and historical contexts they grew up in.

People in the same generation often share similar perspectives and values due to their shared timeline and culture. While everyone’s life experiences are unique, the more similar those experiences, the more likely people are to share a worldview.

Formative Events and Shared Experiences

Generational perspectives are shaped by formative events—shared experiences that occur during a person’s developmental years (roughly between ages 4 and 22). These events can range from small, localised incidents to major historical moments that resonate globally.

For instance, many who attended school in North America in the 1980s remember watching the Challenger space shuttle disaster in 1986. Such events leave a lasting impression on those who experience them, influencing their outlook on life. Other examples include the Moon landing, 9/11, or the global COVID-19 pandemic. These shared experiences shape each generation’s characteristics, values, and preferences.

Even everyday routines, such as using a rotary phone or hearing a modem connect to the internet, can become defining generational markers. These unique experiences are often what cause misunderstandings and frustrations between generations.

Why Foster Intergenerational Communities?

If generational differences can cause discomfort, why strive for intergenerational communities? Simply put, no generation can thrive in isolation.

Each generation has unique strengths and perspectives to offer:

Older generations provide wisdom, experience, and a sense of stability.

Younger generations contribute fresh ideas, innovation, and energy.

People from different cultural backgrounds within the same age group bring additional diversity to problem-solving and creativity.

Studies consistently show that younger individuals benefit from their elders in terms of learning, resources, and identity formation. At the same time, older generations gain purpose, invigoration, and a sense of legacy through their interactions with the young.

Generational diversity fosters creativity and resilience by offering multiple perspectives on challenges. While it can introduce discomfort, such challenges often lead to growth and improvement for individuals and communities alike.

An Illustration of Generational Needs

Imagine a community made up of only one generation. There would be gaps in knowledge, resources, and support. For instance, a younger group might lack the experience needed to mentor or manage long-term planning, while an older group might struggle to adapt to new technologies or cultural shifts.

In an intergenerational community, these gaps are bridged. Generations learn from each other, share responsibilities, and create a balanced and dynamic environment. Diversity strengthens the whole.

Building a Stronger Future

No generation can stand alone. A thriving, healthy community—whether it’s a workplace, neighbourhood, or broader organisation—is one that intentionally fosters intergenerational connections.

In the next article, we’ll dive deeper into what it means to create and sustain an intergenerational community. I hope you’ll join us as we continue this journey toward unity and mutual growth.

If you’ve ever had to explain your point of view on a current trend to someone from a different generation, you’ll know that intergenerational relationships can be complex. In this article, we delve into the key aspects of building cohesive, multigenerational communities. We’ll explore the essence of intergenerational unity and discuss why it’s essential for communities to embrace diversity across age groups. Join us as we uncover the principles that foster harmony and collaboration among generations.

This article follows the discussion, “What’s a Generation?” where we examined what defines a generation, why generations differ, and why diverse generations are necessary for communities and workplaces to thrive.

What Does It Mean to Be Intergenerational?

An intergenerational community is one composed of members from several generations who engage in positive interactions that result in interdependence and mutual benefit.

In simple terms:

There are several generations present.

They work together to accomplish shared goals and benefit from one another’s contributions.

Being intergenerational is not just about having multiple generations in the same space. That’s called being multigenerational, which doesn’t require relationships to exist between generations. For intergenerational relationships to thrive, healthy and mutually beneficial interactions must take place.

It’s not about mere presence; it’s about connection, belonging, and empowerment. An intergenerational community ensures everyone has a voice and opportunities to contribute.

Misconceptions About Intergenerational Communities

“Intergenerational Communities Focus Solely on Younger Generations”

This assumption is incorrect. Replacing the importance of one generation with another undermines the idea of intergenerational relationships. True intergenerational communities value every generation equally, recognising the unique strengths and perspectives each brings.

“All Generations Must Always Do Everything Together”

This extreme view is impractical. While shared activities are valuable, there are times when it’s beneficial for individuals of the same age group to come together. People going through similar life stages often understand each other’s experiences best. For example, retirement planning is most relevant to older adults, while younger people might focus on topics like career development. Balancing shared and age-specific activities ensures that everyone’s needs are met.

“Family Connections Are Enough to Be Intergenerational”

While connecting with family members across generations is important, true intergenerational communities extend beyond family relationships. A robust intergenerational community encourages connections with individuals outside of one’s family circle, fostering a broader sense of unity and collaboration.

Characteristics of an Intergenerational Community

Through research, five key characteristics have been identified as essential for creating an intergenerational community:

Positive Interactions

Connectedness

Interdependency

Accommodation

Empowerment

A community must embrace all five characteristics to be truly intergenerational. Some communities may excel in areas like Positive Interactions, Connectedness, and Interdependency, but fall short in Accommodation and Empowerment by not valuing the contributions or preferences of all generations equally.

A healthy intergenerational community ensures that all these elements are present and nurtured.

Why Is This Important?

Intergenerational communities provide numerous benefits. They create opportunities for learning, innovation, and mutual support. Younger generations gain wisdom and guidance, while older generations are invigorated by fresh perspectives and energy. Together, they form a dynamic and resilient community.

In our next series of articles, we’ll explore each of these characteristics in depth and discuss practical ways to foster them in your community.

I’m Dr. Joe Azzopardi, helping you unite the generations.

The first step in building any healthy working relationship is surprisingly simple: positive interaction.

Most leaders would agree with this in principle. In practice, however, it’s often overlooked—especially in organisations where different generations work side by side with very different expectations, communication styles, and assumptions.

When generational tension exists, it rarely starts with policy or performance. It starts with everyday interactions.

Why Positive Interactions Matter

Intergenerational relationships cannot exist without regular interaction. But frequency alone isn’t enough. For relationships to strengthen trust, engagement, and collaboration, interactions must be predominantly positive.

When interactions are consistently negative—or absent altogether—people disengage. They avoid one another. Silos form. Misunderstanding grows.

This is not unique to workplaces. It’s a human response.

As a young person, I once attended a community setting where my presence was tolerated rather than welcomed. Non-verbal cues—disapproval, impatience, subtle exclusion—made it clear I didn’t belong. I stopped showing up.

Later, in a different environment, a single individual made a point of greeting me warmly each time. He asked about my week and genuinely listened. That consistent, positive interaction changed my experience entirely.

Workplaces operate in much the same way.

Two Dimensions of Positive Interaction

Positive interactions have two critical dimensions: frequency and depth.

Frequency of Interaction
How often do people in your organisation interact meaningfully with colleagues from other generations?

Not in formal meetings. Not within reporting lines. But in everyday, human moments.

When interaction across generations is rare, assumptions replace understanding. Leaders often discover that different age groups have formed parallel cultures within the same organisation—working alongside one another, but not together.

Depth of Interaction
Depth matters just as much as frequency.

Are conversations transactional and surface-level, or do they allow people to understand how others think, work, and experience the organisation?

Shared meals, informal check-ins, collaborative problem-solving, and cross-generational projects all deepen interaction. These moments build context, trust, and mutual respect—things no policy document can create on its own.

The Comfort Trap

Research consistently shows that people gravitate toward those who feel familiar—often those of a similar age, background, or worldview. Familiarity feels efficient. It feels safe.

But this “comfort zone” quietly undermines intergenerational collaboration.

Leaders may unintentionally reinforce this by allowing teams, projects, or decision-making groups to cluster by generation. Over time, this creates blind spots, resentment, and misinterpretation of intent.

Healthy intergenerational workplaces require leaders to normalise constructive discomfort—intentional engagement across difference.

Creating the Conditions for Positive Interaction

Positive intergenerational interaction doesn’t happen by accident. It must be designed for.

Practical examples include:
• Cross-generational project teams
• Organisation-wide social events that remove hierarchy
• Shared problem-solving forums
• Informal spaces that encourage conversation rather than efficiency

The objective is not forced harmony. It is repeated, low-stakes interaction that allows trust to develop naturally.

Why This Matters for Leaders

When positive interactions are absent, organisations pay the price through disengagement, turnover, and reduced execution. When they are present, leaders gain something far more valuable: discretionary effort, shared ownership, and resilience across generations.

Positive interaction is not a “nice to have.”
It is the foundation upon which effective intergenerational collaboration is built.

Have you ever tried to get into a private club without being a member? Even if you make it past the bouncer, you’re likely to feel out of place. Similarly, when we feel like outsiders in a group, we lack a sense of belonging. This can often happen in intergenerational communities where generational differences may lead to feelings of exclusion.

Today, we’re focusing on Intergenerational Connectedness as part of the five characteristics that determine the quality of intergenerational communities:

Positive Interactions

Connectedness

Interdependence

Accommodation

Empowerment

This article follows the discussion on Positive Interactions, where we explored the importance of frequent and meaningful conversations in fostering intergenerational relationships.

What Is Connectedness?

Connectedness is the sense of belonging among individuals in a community, where people feel they are part of something bigger than themselves. It’s similar to the concept of family—an ideal family, where differences are accepted, and members look out for each other.

This sense of belonging is what makes any group a true community. Without it, loyalty and engagement are difficult to achieve. For intergenerational communities, where diversity in perspectives is naturally high, fostering Connectedness is especially important to maintain unity.

The Link Between Positive Interactions and Connectedness

Positive Interactions lay the groundwork for Connectedness. Without frequent and meaningful interactions, Connectedness cannot flourish. Shallow conversations, like small talk about the weather, do little to build bonds. To create a true sense of belonging, interactions must go deeper and occur often.

A Personal Example of Connectedness (or Lack Thereof)

I once worked at a school for a year. It was a large institution, and I was assigned to teach a subject outside my area of passion or expertise—which didn’t help. But the real challenge was the lack of connection. Most colleagues didn’t take the time to get to know me, and our conversations were surface-level at best. I felt like an outsider, and no one seemed to notice whether I stayed or left. Unsurprisingly, I chose to leave after a year.

On the other hand, I’ve worked in environments where leaving was difficult because of the strong connections I had built. These places felt like true communities, where people genuinely cared about and supported one another.

Connectedness is essential for any community to thrive, particularly intergenerational ones. Without it, the diversity that could be a strength becomes a source of division.

How to Build Connectedness in Intergenerational Spaces

To foster Connectedness, communities need to build on Positive Interactions by creating opportunities for deeper connections. Here are some practical suggestions:

1. Small-Group Conversations

Encourage one-on-one or small-group interactions where people can share their stories and get to know one another on a deeper level. These intimate settings often lead to stronger bonds than large, impersonal gatherings.

2. Storytelling and Testimonies

Organise informal interviews or storytelling sessions during events. For example:

In a workplace, host “tell us about yourself” segments during team meetings.

In a community gathering, invite individuals from different generations or cultural backgrounds to share their experiences.

Hearing someone’s story helps listeners empathise with their journey and find common ground, even when their perspectives differ.

3. Shared Experiences

Create events that bring generations together in meaningful ways, such as:

Collaborative projects that require input from multiple generations.

Social events like potlucks, game nights, or group outings.

These shared experiences help build trust and camaraderie among participants.

Respecting Differences While Building Unity

Connectedness doesn’t mean everyone must agree on everything. Learning about others’ journeys helps us appreciate their viewpoints, even when they differ from our own. As a society, we need to embrace the idea that respect and friendship don’t require total agreement.

In the next article, we’ll explore the characteristic of Interdependence, which focuses on how generations can rely on and support one another to create a stronger, more cohesive community.

I’m Dr. Joe Azzopardi, helping you unite the generations.

In sport, moments of adversity often reveal how interdependent a team truly is. When a player is sidelined due to injury or a foul, the response of their teammates tells you everything. In sports like basketball or ice hockey—where teams are small and roles are specialised—the absence of even one player can materially affect performance.

Workplaces operate the same way.

When teams rely too heavily on one group, capability gaps emerge. Performance slows. Decision-making narrows. Risk increases.

Understanding Interdependence at Work

Interdependence sits between dependence and independence.
• Dependence places responsibility on others.
• Independence prioritises self-sufficiency.
• Interdependence recognises mutual reliance.

In intergenerational teams, interdependence acknowledges that no single generation holds all the capability required for sustained performance. Experience, institutional knowledge, adaptability, innovation, and execution are distributed unevenly across age groups. High-performing organisations learn how to combine these strengths rather than favour one over another.

Why Interdependence Matters in Intergenerational Teams

In many organisations, generational collaboration exists in theory but not in practice. Teams may work alongside one another while remaining functionally siloed by age, tenure, or role.

When this happens:
• Certain generations become over-relied upon
• Others are underutilised or sidelined
• Knowledge transfer becomes fragile
• Succession and continuity are put at risk

True interdependence ensures that capability is shared, not hoarded, and that contribution is recognised across generations.

When a particular age group is absent from decision-making, leadership pipelines, or key projects, the organisation doesn’t just lose representation—it loses resilience.

Interdependence and Diversity of Thought

Interdependence also requires leaders to embrace difference rather than smooth it over.

Generational diversity introduces different assumptions, working styles, and perspectives. While this can create friction, it also strengthens outcomes when managed well. Respectful disagreement exposes blind spots, improves decision quality, and prevents groupthink.

Many organisations unintentionally avoid this tension by clustering similar generations together. While more comfortable in the short term, this undermines adaptability and long-term performance.

Practical Ways to Build Interdependence

Leaders can foster interdependence intentionally by:
• Designing cross-generational projects that require shared responsibility
• Establishing two-way mentoring, where experience and emerging capability flow both directions
• Distributing leadership opportunities across age groups rather than defaulting to tenure

The goal is not balance for balance’s sake, but operational strength through shared contribution.

Why Leaders Should Pay Attention

When interdependence is weak, organisations become vulnerable—to turnover, capability loss, and stalled performance. When it is strong, teams become more resilient, adaptive, and future-ready.

Interdependence is not a cultural “nice to have.”
It is a structural requirement for intergenerational performance.

Imagine a venue filled with people dressed in formal attire for a special event. As the service is about to start, a homeless woman walks in, wearing tattered jeans and a crop top. How will the community respond? Will they welcome her, or will they ask her to return when she’s dressed appropriately? This scenario highlights the importance of accommodation, a vital aspect of intergenerational relationships.

In the intricate tapestry of intergenerational relationships, accommodation emerges as a crucial thread, weaving together the diverse experiences and perspectives of different age groups. Today, we delve into the essence of accommodation and its profound impact on fostering unity and harmony among generations.

Understanding Accommodation

Accommodation, in the context of intergenerational communities, refers to the willingness and ability of different generations to adapt, adjust, and make room for each other's needs, preferences, and perspectives. It is the cornerstone of understanding and respect, enabling communities to embrace diversity and create environments where every generation feels valued and understood.

This specific characteristic often poses the biggest challenge. It’s the tension between maintaining traditions and embracing new, sometimes uncomfortable, ideas. Many films and TV shows play on this theme, where the main character struggles to fit into a group that resists change. While amusing on screen, this tension can seriously harm real communities.

Accommodation vs. Compromise

A common misconception, particularly in religious communities, is that accommodation requires compromising core beliefs. However, accommodation is about acceptance and flexibility without forsaking values. It’s about creating space for diverse perspectives to coexist harmoniously.

Accommodation means accepting or allowing for different ways of thinking or acting without necessarily changing your own stance. It acknowledges that there are various approaches to life and respects others’ choices.

The Risks of Failing to Accommodate

Without accommodation, communities face increased conflict, misunderstanding, and division. Generational silos emerge, hindering the exchange of ideas and experiences. A community that does not practice accommodation cannot truly be intergenerational.

Conversely, when accommodation is practiced, communities flourish. Every generation feels a sense of belonging, fostering a culture of learning and innovation.

Practical Steps to Improve Accommodation

To cultivate a culture of accommodation, communities need to build on the foundation of Positive Interactions and Connectedness. Here are some practical steps:

1. Encourage Active Listening and Respectful Conversations

Create opportunities for open dialogue where members can share their perspectives.

Use reflection questions such as:

“What is the worldview of this person?”

“Are they aware of why our community operates the way it does?”

“If they’re aware, why is it important for them to approach things differently?”

2. Understand Underlying Values

Recognise that people who do things differently often value something highly. Ask why their approach matters to them.

3. Share Stories and Perspectives

Provide opportunities for different generations to share their experiences. For example, during community events, invite individuals to explain why certain traditions or new practices are meaningful to them.

A Real-Life Example

I once attended a church where the worship style was progressive, with contemporary music and technology. Yet, an elderly couple faithfully attended, even though they preferred traditional worship. When I asked why they chose to be there, they explained:

“We don’t really like the music or the style, but we enjoy being where young people are connecting with their faith. Seeing them thrive spiritually is more important to us than our preferences.”

This couple didn’t compromise their beliefs about what they preferred, but they chose to accommodate the needs of the younger generation for the sake of a greater purpose. Their actions exemplified true accommodation.

Balancing Tradition and Mission

Accommodation doesn’t mean abandoning traditions but rather evaluating them in light of the community’s mission. For example, a workplace debating on-site childcare or a church rethinking leadership approaches must prioritise what’s best for achieving their goals over simply maintaining norms.

That said, some traditions are essential for the mission and should not change. The key is discerning when to prioritise people over policies and norms.

The Power of Genuine Acceptance

Accommodation is not just about tolerance; it’s about genuine acceptance and appreciation for the richness each generation brings. By practicing accommodation, communities can create spaces where every voice is heard, and every generation is valued.

This idea naturally leads us to the next characteristic of intergenerational communities: Empowerment. Join us as we continue our journey toward greater unity, understanding, and cooperation across generations.

I’m Dr. Joe Azzopardi, helping you unite the generations.

Should a group of executives under 35 determine an organisation’s retirement strategy without input from employees over 55?
Equally, should decisions affecting early-career staff be made without their involvement?

These questions point to a leadership issue that many organisations underestimate: intergenerational empowerment.

Empowerment is not about giving everyone equal authority. It is about ensuring that those affected by decisions have a meaningful voice in shaping them.

What Empowerment Means in the Workplace

In intergenerational teams, empowerment is the ability of people across age groups to contribute, influence, and lead based on their capability—not their tenure or generation.

Empowered workplaces:
• Value perspective alongside position
• Involve the right voices in the right decisions
• Create pathways for contribution at every career stage

When empowerment is present, people take ownership. When it is absent, disengagement follows.

Why Empowerment Matters for Performance

Empowerment directly affects engagement, innovation, and execution.

Organisations that empower across generations benefit from:
• Better decision-making through broader perspective
• Stronger leadership pipelines
• Higher discretionary effort
• Reduced generational tension and attrition

For example, workplaces that assign leadership responsibility based on capability rather than age unlock complementary strengths. Emerging leaders bring adaptability and new thinking. Experienced leaders contribute judgement, context, and risk awareness. Together, outcomes improve.

What Happens When Empowerment Is Missing

When empowerment breaks down, generational fault lines deepen.

Common symptoms include:
• Younger staff feeling unheard or dismissed
• Older staff feeling sidelined or devalued
• Resistance to change from one group
• Frustration with leadership from another

In these environments, trust erodes. Collaboration becomes transactional. Performance suffers quietly before it becomes visible.

The issue is rarely intent. It is design.

Building Intergenerational Empowerment

Empowerment does not happen by goodwill alone. It must be built into how organisations operate.

Practical approaches include:

1. Representation in Decision-Making
Ensure leadership teams and key projects include generational diversity, particularly where decisions have long-term impact.

2. Capability-Based Leadership Opportunities
Create pathways for leadership and influence that are based on skill, not age or tenure.

3. Two-Way Mentoring
Encourage knowledge flow in both directions—experience and institutional knowledge one way, adaptability and innovation the other.

4. Visible Recognition
Acknowledge contribution across generations, not just those in formal authority.

5. Structural Support
Embed empowerment into policies, succession planning, and leadership development—not as a value statement, but as practice.

Why Leaders Should Pay Attention

Empowerment is often the clearest indicator of whether an organisation is genuinely intergenerational—or simply generationally diverse.

When people feel empowered, they invest.
When they don’t, they withdraw.

Empowerment is not a cultural add-on.
It is a leadership risk factor.