Multidisciplinary teams and conflicts between generations

We live in a time of diversity and inclusion. We are aware of the heterogeneity of people and the duty to respect them regardless of their beliefs, origins, genders, ages and choices. This is how we live socially, but in the constant and challenging coexistence of the world of work these differences become even more evident. 

Due to the evolution of technology, means of communication and other factors, today we live with different types of people within the same corporate environment. As companies are a microcosm of society, where coexistence takes place continuously and intensely, some conflicts are evident, not only due to the subjectivity of individuals, but due to the multiplicity of professions and functions brought together to carry out the work. Specific characteristics of this new model thus emerge in these spaces.

Multidisciplinary teams
Multidisciplinary teams are made up of professionals from distinct and interdependent areas of knowledge, who combine their specialties towards common goals. These teams, when well structured and articulated, expand perspectives for solving problems and optimizing processes, increasing the competitiveness of organizations by promoting:

autonomy – professionals know-how proven in certain areas guarantees teams greater reliability and balance;

engagement – collaboration between members of different disciplines creates an engaging and positive environment where achieving goals depends on each person’s commitment;

creativity – the diversity of knowledge and the combination of points of view generate innovative and creative ideas;

collaboration – working together encourages communication and cooperation in the search for better results.

Conflicts between generations
Conflicts between generations are due to the fact that several generations work together today, sharing spaces, tasks, responsibilities and opinions. Social, economic and cultural factors were decisive for this change. Among the social factors is the aging of the Brazilian population, which, while healthy, continues to work, changing the corporate environment that is simultaneously open to new generations. Thus, they began to live together professionally since the so-called “veterans” (1925 – 1944), whose main values were morals, family and work; the generation Baby Boomers (1945 – 1960), defender of freedom and social justice; generation X (1961 – 1980), for whom hierarchies matter little; generation Y or Millennials (1981 – 2000), marked by the technological revolution and whose informality challenges managers; and generation Z (born from 2001 onwards), naturally connected with the virtual world they have already known and who, at the age of 22, will define the relationships of the future.

In this scenario of such different profiles, it is necessary to have empathy to lead and train people so that they, together, guarantee the best deliveries. Knowing how to deal with conflicts helps to build an environment where each generation feels valued, which contributes to talent retention. Dialogue channels must create supportive communication and encourage good coexistence. Common goals must generate cooperation regardless of technical or behavioral skills. Work is what motivates.

The positive side of conflict is that it eventually encourages the reformulation of processes that have lost their effectiveness in this new configuration. Having a multidisciplinary, multi-age and, therefore, heterogeneous team means remaining in a process of evolution and adapting to the times, understanding that diversity unequivocally implies promoting inclusion. Inclusion promotes representation. Each member contributes their best and compensates for the other's shortcomings, in constant balance. Good is common. It is also worth remembering that, although different, human beings have very similar desires for themselves, such as gaining knowledge, respect, prosperity and evolution. Let this, then, be the focus of coexistence between different people. Not what is different, but what is in common. Not conflict, but complementarity, reciprocal learning that makes us bigger and better at any time and place.

https://www.roberthalf.com.br/blog/gestao-de-talentos/como-lidar-com-o-conflito-de-geracoes-no-ambiente-de-trabalho-rchttps://fia.com.br/blog/equipe-multidisciplinar/