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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.

Positive Interactions is one of the Five Characteristics of Healthy Intergenerational Workplaces.

Research consistently shows that healthy relationships between generations don’t develop by chance. They are built through frequent, meaningful and constructive interactions that create trust, understanding and psychological safety.

This article explains why positive interactions matter, what they look like in practice, and how leaders can intentionally create environments where they become the norm.

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 It Matters

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.

Common Barrier: 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.

Leadership in Practice
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.

The Five Characteristics

Positive Interactions is one of five characteristics identified in our research into intergenerational workplaces.

• Positive Interactions
• Connection
• Interdependence
• Accommodation
• Empowerment

Read the other characteristics →

Want to understand how your organisation performs across all five characteristics?

Take the Generational Snapshot.

Have you ever joined a workplace where everyone already seemed to know each other? Conversations happened around you, decisions seemed to be made before meetings, and despite being welcomed politely, you never quite felt part of the team.

That’s a lack of connection.

Connection is one of the Five Characteristics of Intergenerational Workplaces. It reflects the extent to which people feel they belong, are valued and are genuinely part of the organisation, regardless of their generation.

This sense of belonging is what transforms a collection of employees into a team. Without it, loyalty, engagement and collaboration are difficult to sustain. In intergenerational workplaces, where diversity of experience and perspective is naturally high, fostering Connection is especially important for building trust and unity.

The Link Between Positive Interactions and Connection

Positive Interactions lay the foundation for Connection. Without frequent and meaningful interactions, Connection cannot flourish. Surface-level conversations rarely build genuine relationships. To create a true sense of belonging, interactions need both frequency and depth.

A Personal Example of Connection (or Lack Thereof)

Early in my career I worked in a school where, despite being treated professionally, I never felt part of the organisation. Conversations rarely moved beyond the surface, relationships never really developed, and I finished the year feeling that my presence had made little difference.

I’ve also worked in organisations where leaving was genuinely difficult because of the relationships I’d built. The work mattered—but the people mattered more.

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

How to Build Connection

To foster Connection, organisations 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 settings often lead to stronger bonds than large, impersonal gatherings.

2. Share Personal Stories

Create opportunities for people to know each other beyond their job title. For example:

* Invite team members to share something about their background or career journey during meetings.
* Include “getting to know you” conversations as part of onboarding.
* Highlight employees’ stories through internal newsletters or team updates.

Understanding someone’s journey makes it easier to empathise with their perspective and build stronger relationships across generations.

3. Shared Experiences

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

- Cross functional projects that require input from multiple generations.
- Team lunches
- Volunteer days, or
- Company end of year parties.

These shared experiences help build trust and camaraderie among participants.

Connection Doesn't Require Agreement

Connection 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.

The Five Characteristics

Connection is one of five characteristics identified in our research into intergenerational workplaces.

• Positive Interactions
• Connection
• Interdependence
• Accommodation
• Empowerment

Read the other characteristics →

Want to understand how your organisation performs across all five characteristics?

Take the Generational Snapshot.

Interdependence is one of the Five Characteristics of Intergenerational Workplaces. It reflects the extent to which generations rely on one another's different strengths rather than operating in isolation.

In sport, moments of adversity often reveal how interdependent a team truly is. When a player is sidelined through injury or suspension, 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 organisations rely too heavily on one generation or 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, innovation, adaptability and execution are distributed differently across generations. High-performing organisations learn 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 Requires Different Perspectives

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 reduces adaptability, innovation and long-term organisational resilience.

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
• Encouraging knowledge-sharing across generations rather than allowing expertise to remain within age-based groups.

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 organisations seeking sustainable performance across generations.

The Five Characteristics

Interdependence is one of five characteristics identified in our research into intergenerational workplaces.

• Positive Interactions
• Connection
• Interdependence
• Accommodation
• Empowerment

Read the other characteristics →

Want to understand how your organisation performs across all five characteristics?

Take the Generational Snapshot.

Imagine a workplace where one generation wants every meeting face-to-face, while another prefers virtual collaboration. One group values formal communication, another expects quick messages and immediate responses.

Who should change?

The answer is rarely "one side."

Accommodation is one of the Five Characteristics of Intergenerational Workplaces. It reflects the willingness of people and organisations to adjust how they work with others without abandoning their own values or purpose.

When accommodation is absent, generational differences become points of conflict. When it is present, those same differences become strengths.

Understanding Accommodation

Accommodation is the willingness to adapt, adjust and make room for different needs, preferences and perspectives without expecting everyone to think or behave the same way.

This characteristic often presents the greatest challenge for organisations because it sits at the intersection of tradition and change. Every generation brings assumptions about how work should be done, and those assumptions don't always align.

Intergenerational workplaces recognise that progress doesn't come from forcing everyone to work the same way. It comes from creating environments where different approaches can coexist while pursuing shared organisational goals.

Accommodation Is Not Compromise

One of the biggest misconceptions is that accommodation requires compromise.

It doesn't.

Compromise often suggests giving up something important. Accommodation is different. It means making room for different approaches without abandoning your own values or organisational purpose.

For example, a leader can recognise that employees prefer different communication styles without changing the organisation's standards. A team can adapt meeting formats, feedback methods or work practices while remaining aligned around common objectives.

Accommodation isn't about lowering standards. It's about reducing unnecessary barriers that prevent people from contributing their best.

The Risks of Failing to Accommodate

Organisations that struggle with accommodation often experience unnecessary conflict, frustration and resistance to change.

When one generation expects everyone else to work exactly as they do, people become disengaged. Innovation slows, misunderstandings increase and collaboration suffers.

Conversely, organisations that practise accommodation create environments where different generations feel respected without requiring complete agreement. This enables diversity of thought while maintaining organisational cohesion.

Practical Ways to Improve Accommodation

Leaders can intentionally strengthen accommodation by:
• Encouraging active listening before jumping to solutions.
• Asking what values or priorities are driving another person's perspective rather than assuming resistance.
• Creating opportunities for generations to explain why different approaches matter to them.
• Reviewing workplace practices regularly to determine whether they still serve the organisation's purpose or simply reflect long-standing habits.

Accommodation begins with curiosity. When leaders understand why people think differently, they're better equipped to build solutions that respect both individuals and organisational objectives.

A Real-Life Example

I once met an older couple who regularly attended a church with a contemporary music style. It wasn't their preference, and they freely admitted that they would have chosen something different.

When I asked why they stayed, their answer has remained with me.
"We don't really enjoy the music or the style, but we love seeing young people connecting with their faith. That's more important than our preferences."

They hadn't compromised their beliefs or values. They had simply chosen to accommodate the needs of another generation because they believed the broader mission mattered more than their personal preferences.

The same principle applies in organisations. Effective leaders don't ask whether every change suits them personally. They ask whether it helps the organisation achieve its purpose.

Why Leaders Should Pay Attention

Accommodation doesn't require organisations to abandon successful ways of working. It requires leaders to continually ask whether existing practices still serve the organisation's mission and people.

The strongest intergenerational workplaces aren't those where everyone thinks alike. They're those where different generations are willing to adjust, learn from one another and work together despite their differences.

Accommodation is not about agreement.

It is about making room for difference so that every generation can contribute at its best.

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.

The Five Characteristics

Accommodation is one of five characteristics identified in our research into intergenerational workplaces.

• Positive Interactions
• Connection
• Interdependence
• Accommodation
• Empowerment

Read the other characteristics →

Want to understand how your organisation performs across all five characteristics?

Take the Generational Snapshot.

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: empowerment.

Empowerment is one of the Five Characteristics of Intergenerational Workplaces. It reflects the extent to which people across generations are given meaningful opportunities to contribute, influence and lead.

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 contribution 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, they create stronger, more balanced decisions.

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 succession planning, leadership development and decision-making processes—not merely as an organisational value, but as an everyday practice.

Why Leaders Should Pay Attention

Empowerment is often the clearest indicator of whether an organisation truly values every generation or simply employs them.

When people feel empowered, they invest their ideas, energy and discretionary effort.

When they don't, they quietly withdraw.

Empowerment is not a cultural add-on. It is a leadership responsibility.

The Five Characteristics

Empowerment is one of five characteristics identified in our research into intergenerational workplaces.

• Positive Interactions
• Connection
• Interdependence
• Accommodation
• Empowerment

Read the other characteristics →

Want to understand how your organisation performs across all five characteristics?

Take the Generational Snapshot.