Okay. It's time. Hello, everyone. My name is Rachit. Okay. So, my name is Rachit. I work for IBM Software Labs, Bangalore. And today, I'm here to present a session on creating multi-node Hadoop cluster using Docker containers within four minutes. Four minutes is our average time. Like, usually, we get it clusters in two minutes also and sometimes around six minutes. And what I am, I am not a system developer. I am a software developer, which, like, we are using container technologies. We are not developing them. So, I am here as a user of the technologies, like, you might be hearing in this conference for a while now. So, what we do here is that we provide various services on cloud, and we build those services, and we use Bluemix as our marketplace, where we will find a lot of services there. And this is one of their services, which is Big Insights on Cloud, is one of these services. And so, I'm very excited to talk about, like, how we are able to achieve this within this much time using Docker containers. So, basically, what we have here is, like, a big monolithic application, which we first containerized it and build service around it. And I'll first touch upon, like, what are the, why we need such kind of cluster in such short period of time? Like, what my customers were asking? Like, what were their needs? And how we are able to do this? So that's going to be my agenda of my talk. So, let's first put, like, as a, who are my customers? My customers are, like, data scientists who want to run analytic jobs. And they want to do a lot of, like, high queries. They want to run their Spark jobs. They want to run their R scripts. So they are just, like, data scientists. They are more bothered about their algorithms, their data models. They are not bothered about the clustering technology. Or they are not bothering about how I am going to config my cluster. Basically, they are looking for Hadoop cluster or a runtime where they can just submit their jobs. And it's their wish, like, can I get a Hadoop cluster on demand? I don't want to, like, sit and learn the installation. I don't want to configure it.  So let's say we, they get the clusters from various providers. Now, the problem is, like, they need upgrades. They need to maintain those clusters. They want, they need to monitor the health of those clusters. So they don't have the time and energy to spend a lot in, like, oh, I need to patch it now. That service has gone down. How should I bring it up? And they also want to scale and de-scale depending on the load. Sometimes they would, they would, they are okay working with five node cluster, but sometimes they need a 20 or a 30 node cluster. So these are the requirements, but they are not able to manage it. So just taking the requirements in what we understood from them, what they are looking for is a multi-node Hadoop cluster. And they want elasticity, like, they want to grow and shrink in size on demand. They, they want it economical. It's not like they have to spend thousands and thousands of dollars for the clusters. And they want it fully managed. Like, I'm not bothered about patching. I'm not bothered about upgrades. You do it on my behalf. They want these clusters to be repeatable. Like, and whenever they request, it should come in a consistent time. It's not like they have to wait for days or full days. I'm done with my analytic jobs. I want to run it. I can't wait for a day to see the results just to have the cluster ready. And they want minimum disruptions during the patching. It's not like we are down, have a lot of down times. We need to have 99 availability. And they are also looking for something like service composition. Like, we may offer a lot of services. Like, they, they are, if they are more into Spark jobs, they would opt for the Spark service. If they are interested in pick queries, they will opt for the pick queries, else they can choose to omit those services. So what it takes basically to have a cluster on-prem. First, you need to have, like, machines, right set of machines. Once you have those machines ordered either from your cloud infrastructure or on-prem, you need to prepare those machines. Like, for a Hadoop cluster to work, it requires a lot of kernel settings. It requires the disk to be prepared. Partitions to be done. Networks to be laid on. And we create new, like, various networks, like a private network for my cluster, a public network to access it from outside. Secure those networks. Then, basically, start the install, installation of the Hadoop. Prepare a blueprint or a configuration. Like, what are my heap size going to be? What, how many nodes I want? How many, how much memory I'm going to give to my yarn, scheduler jobs? How I'm going to configure my map reduce? And once that is ready, then they start installation. And many a times, installation fails. Main reason being, the environment is not consistent always. Let me just give you one brief example. Like, prior to our experience with the container technology, they used to be, like, we order our machines from our cloud provider and they were supposed to give us, let's say, RHL 6.7. But somebody ran YAM update and the OS moved to 6.8. And basically, our applications start complaining and it failed to install. And we had a downtime in the production. So that really impacts us and our customers. So we need environment to be consistent and so that installation succeeds all the time. So we have now this kind of service available already, which is based on containers and we are exposing it through Bluemix. So those who don't know about Bluemix, Bluemix is a cloud platform which we are providing as a service and it's developed by IBM. And it supports various several languages and services. And it's integrated with DevOps to build, deploy, manage your applications on cloud. And it has a lot of services available for you. And basically, you can access a range of services, not only from IBM, but from other vendors also who deploy their services on Bluemix. And there are runtimes also available for you. Like there are runtimes like Node.js, Java, Python. And there are various services which you can integrate and have your end-to-end solution. There are services like Cloud and DB. There are services like Watson APIs which you can leverage for your machine learning related programs. And for a developer, basically Bluemix provides environment where you can, on a single click, create those services, create their apps and get started with your business part, run your algos. So we also have this service on Bluemix which is called as Big Insights on Cloud which provides such clusters for you, Hadoop clusters. So what I'm going to show you is I'll start the creation of this cluster. We'll see what it takes to create a cluster on Bluemix. And I'm going to log into this is the Bluemix landing page. And I'll log in now. So I'll basically give the request and a cluster should be ready in a few minutes' time. So we'll see what it takes now to have a cluster now. So the Bluemix, as I said, it has a lot of services. So this is our Big Insights on Cloud service. And I have provisioned one instance of this. And once I open this instance, it will basically take me to the landing page for my service. And then I'll open the, what we call it as a cluster manager page for us, where you can see your list of clusters which you have created. And you can request for new cluster.  And then I need to provide the user name which I'm going to use for accessing my cluster and password for it. And then I can basically tell the information like how many data nodes I need. I'll just say I need two nodes. And we support various versions of our offering. I'll choose one of them. So this is where I was talking about the service composition. Like, user can choose which services they want on the cluster and what they don't want. There are some mandatory service which we have the base. It's like HBase, HDFS, which we provide as a base. And then they can choose optional services like Spark, Uzi, or Flume. And there are many more services depending upon the platform they choose. If they choose to have value at platform from IBM, we'll provide text analytics, big SQL, and various other services for our users. So I have given the request for the cluster creation. And it should be ready in a few minutes. As you can see, it's in the preparing state. So meanwhile, I'll talk about how we are able to do what we are doing. So to begin further, I would like to share some stats with you guys. Like, what was the timings which used to take creation of this cluster previously and what are the timings we are able to create now? Let's say if you are ordering machines and you have bare metals ordered, you need to create a cluster. It will take you about three to four days to have a cluster ready because you need to, like, prepare those machines, check the configs, get all the prereqs right. And let's say if you even have those configs done, then it takes about one hour time just to run the installation. Because installation will do a lot of yum install Hadoop. It will set up a database. And it takes time to installation to complete. And with containers coming in, specifically Docker containers, like, we are able to do it in minutes. And we are able to, cluster is ready in two minutes. And it takes about two to three minutes to start all the services which we have opted for in our cluster. So before moving to the container technology, we experimented a lot on other technologies. Like, we started with bare metals. We had our basic offering was from using Chef as our configuration management who we had written a lot of recipes for Chef which was, like, preparing our machines, preparing our discs and then making it ready. Problem with this kind of approach was, like, the environment was not always consistent, as I gave you an example earlier. Like, sometimes whenever you do a yum update, the version changes. And we have to see the heat of those impacts in our production environment. Then we basically started exploring, like, let's say we have a pre-configured environment somewhere. Can we take a snapshot of that environment and replay it in our production environments? So we started exploring around the various imaging techniques. Xcat is one of the cluster and the cloud administration toolkit which basically comes up with the various management techniques for clusters, grids, and it's very agile, but it also has some imaging techniques available. Only problem using Xcat was, like, we have to manage a lot of stuff to get our clusters ready. So we also explored various cloud specific providers' imaging techniques, like, let's say AWS, SoftLayer have their own imaging techniques available. That works fine. Only hurdle there is, like, if you want to be a cloud agnostic, you may not want to go that route. So let's say you are offering now on AWS, you want to offer on other public clouds. That technique will not work well. And even if you want to scale it to a kind of solution for private cloud, that technique may not work well. So based on our experiments, we came up various guiding principles for us. Like, we want virtualization, we want imaging, but what are the solutions available? That solution should be easy to maintain. It should not be like I have written a very good solution, but it's very difficult to patch my existing clusters. It should be performance, like being enterprise ready clusters. It should be performance, should be near to bare metal performance. We should not see the, let's say, 30 to 40% degradation. Even 10% degradation is not acceptable. We don't want to write a lot of code on us. It will be, like, for then time to market, it would be very slow for us. We want to use what is available for an open source. And it should be cloud agnostic. Basically we want our presence on all public clouds, and we want our solution to work even on private clouds. So keeping all the things in mind, we started exploring containers two years back, and that was like Docker was just in initial stages. I basically started exploring from the imaging side first as Docker, like as a bundle pack who can replay the same infrastructure which I have in my dev or tested environment to production-ready things. And when I ran my first Docker run command, it was like magic for me. I couldn't believe it's starting in so less time. So we started exploring around containers. We were first of mindset, like we are comparing them with VMs. So we started asking us questions like, we have containers now. How do I maintain, how can I back up my containers? Like I don't want my customers to lose their data. Where should I keep my data? Should I keep it inside the container? If a container dies, the data will be gone. So how do I network those containers in a multi-host networking kind of a thing? Because two years back, the multi-node networking was not available as smoothly as it is now. So we explored a lot of options using open-v-switch, using LXC commands to have networking in place and basically get answers to all our questions. And then we arrived at questions like data should be externalized to the containers. We should not put inside the containers, my customer data, because containers will come and go. And we should be able to handle the restarts of the host machines because as a cloud provider, somebody can just put the plug off and it should not be like, okay, now host machine has restarted what happens to those containers. Those should come up automatically and they should join the cluster once again once the restart is complete. So what we have now is like we have about 500 bare-matter machines where we are spinning containers out of it. Right now we are not using any orchestrator like Kubernetes, Swarm, we are not using as of now. I will tell the reason why we are not using them. We are spinning containers using our homegrown solution and we are managing those containers. We are using overlay networks now provided by Docker for our multi-host networking. And we are using a private registry which basically maintains our images and we pull those on demand whenever there is a new image, we use those registry. And we are using local storage for data. So this local storage helps us to have a very good IO for our like most of the Hadoop jobs are IO intensive. So having local storage on the host machines really helped it. How do my clusters look like? So on our bare-metal machines there will be multiple containers and in this offering it's shared infrastructure with our users. Like from a single machine you will have containers for multiple clusters belonging to different clusters. So we have a problem of network isolation. It should not be like person A is able to hamper with the person B's cluster. So we need to be bothered about this. We have various like first we had a very big monolithic app which had everything inside it. Like it's had the LDAP server, it had a KMS server for encryption, it had various monitoring related tools inside it. And like Hadoop related services were also bundled in one single image but we started breaking down step by step. We took out LDAP out as a separate container. We took out KMS as a separate container. We took out MySQL out for our metadata as a separate container. We separated out our master and data nodes containers. And we had a long list of images which we are now using for creating a cluster. And this really helps us in a way if we want to change, let's say MySQL version or KMS version. So we don't have to do much code change or our other images are not impacted. So for networking we are using overlay network. We are using a driver called as Veeve. Docker provides various drivers for networking. Veeve has really helped us and we have done very comparative studies for performance. And overlay network overall give you 60% of your network performance which is very slow. We know as of now we are working with the latest technologies like Docker 1.1.2 is providing for Mac, VLAN and IP VLAN. We hope to improve that and have a better performance around like 3 to 5% degradation is fine, but not the 40% degradation from the base network. So we also make use of something called as port forwarding. And as I said, we have three kinds of network. One is a private network, one is a public network and we have a management network available. For public network we use port forwarding like our requests are coming from let's say on a port 8080 to log into our Umbari server. This will be routed from the public interface of the host machine to the container using port forwarding feature. For private network we rely on the network created by the overlay networks and basically all ports are open on a private network and services and containers can work on those private network easily. This diagram will help you understand better the networking how we have done it. So we A, B and C are our clusters. We spread across various host machines and basically we have some containers or nodes on one host and same cluster will be spread across. And here I will bring on point like why we are not making use of orchestrators available in the market. First reason being they are not providing me control over CPU set. So we provide exact CPU sets like CPU number 0 to 4, 6 should go to container A in host 1 and 1, 3, 5, 7 should go to container B of cluster B on host 1. This is to avoid the noisy neighbor issues. Let's say even one particular customer is running high loads of CPU intensive work. It should not impact my cluster B. So these are missing as of now in the orchestrator. We have been talking to Google for Kubernetes and so on from Docker team to provide those capabilities like have CPU sets and then we can make use of those orchestrators. Another reason being we are not making use of that is they don't support as a disk, a local disk as if first class entity and we want our data to be written on local disks and in order and some people might say that may have issues because if the host machine crashes what will happen to the data? So to overcome that we are making use of Hadoop's built-in redundancy and replication. Let's say we spread out like how we spread out nodes is like data nodes of a particular cluster should spread across machines like A host 1, host 2 and host 3. If I have a 3 node cluster it should spread out across the host machines and even if host 1 crashes or the disk on the one of the data node crashes, Hadoop can replicate and redundancy will come in from the data node which is on the host 2 or host 3. So that way we are able to recover data even if there is a full crash of the host machine or a crash of the data disk. So what are the technologies involved in our cluster creation? I will take you through. So basically when we have submitted that request previously that goes to something called our application layer, REST layer and API gateway then takes that request and then it goes to our deployment layer which basically creates those clusters and in the deployment layer it's where we start the Docker containers, we mount the various volumes, we do the port forwarding, we do IP assigning for that particular containers, we give host names and we assign network to the containers. So what are the phases involved when we have to create this? So what we do is we have pre-ordered machines like our provider gives us allocate some machines for us and we just take those machines and it is available instantly for us, those machines and we prepare them and then start the orchestra to cycle which is like to create the clusters and have them ready for our customers. So when request comes to our API gateway it has to do a lot of stuff, it has to assign resources like I have received a request let's say of four nodes, I have to now distribute those four nodes out of my pool, where are those four nodes going to sit on? That's one job of our API gateway, then it decides on the what all IPs it's going to consume and then it prepares the layout for the cluster, let's say if we have a four node cluster what all services are going to run on node A, node B and node C, so that prepares our config. When this is done we give the request to our deployer agent, deployer agent is something like a bunch of scripts for us which are sitting on each host machine and what those scripts do is like they take the request, they see what they need to do, so we pass them in a JSON format you need to do this stuff, in this description they have to start the container, they have to mount these particular volumes and they get to know what all IPs to assign, they also get to know like what scripts inside to run, so once those containers are started they need to join them together to what we call it the Umbari server which is the guiding for our cluster installation and once the nodes are ready, basically containers are started on each of those machines and they are ready for the cluster creation, we start the cluster installation, so how this imaging helping us is now is when cluster installation starts it tries to do let's say yum install Hadoop, it says it's already there, it skips that then it tries to do yum install Hive and other services, so it's already there in the images, so it starts keeping those and let's say even in case of database it says I want to prepare my metadata database, it says it's already there, you just need to fill your configs, so that's how we are able to do it faster because in image we have everything pre-installed and we are just configuring them at the runtime during the request and so that's how it's really fast cluster creation we are able to get within minutes, so I'll now see if that cluster was ready, let me just refresh it, so it's active now, so we'll take you to this cluster, so this is an Umbari page for IOP, which is the landing page for a cluster and I'll log into this cluster, so you can see all the services which I have chosen along with this park is there in this cluster and basically this now cluster is ready for any kind of deployment which I want to do as a data scientist or as a user of Hadoop related clusters, any questions? So to summarize my discussion like what we are able to achieve using containers create clusters very fast, cluster creation time is like 90 seconds and it takes about 2 minutes or 3 minutes to start it and we are able to create clusters reliably and repeatedly, like every time we request it comes up because there is no environment dependencies involved now and it's like fully managed, any service going down or any service like if it is there is some problem in the host machine, if the host machine restarts we bring those containers up automatically and they join the cluster back and if there are any disk issues that is being managed by us, it's highly secure, we have added a lot many stuff apart from the containers or the monitoring tools, we have various, like what we called as ITCS guidelines, we need to stop the root SSH, we need to stop various services from accessing it so all the security bunch as enterprise ready cluster has gone into those images and we have very good mechanism for patching mainly because of being docker containers, what we need to do is like if there is an upgrade required in our binary, we prepare new image in dev time, test it once it is ready for deployment, we push those images on host machines where the clusters are already running and during the patch window we just bring the old running containers down and start the new containers with the new image and the patch is done so that's all which we need to do during the patch window and basically we are able to do that because all of our data is externalized, that really helped us do the patching really fast and we are able to use of resources well as we are sharing the like host machines with various containers and clusters are like shared infrastructure because of the shared infrastructure the resources are being used very well and it's being cost effective, this offering is currently in beta now till October, post October it will be charged as less as $1 per node so anybody who is interested will get very good reliable Hadoop clusters at very low cost and so this is offering landing page, if you are interested you can log into the blue mix and have make use of this offering which provides various services as of now and we are improving on adding value ads to this value ads will be text analytics you will be able to do and run big SQL queries and if you are interested more you can log into blue mix to look more what are the other services available, what are the various integrations available around Hadoop cluster Hadoop is the landing zone there are other services which you can make use and have an end-to-end application ready and if you are interested in big insights on cloud you can have various demos which are available on YouTube and you may want to try tutorials how to use this cluster which we created further to do various analytics. Thank you. So I am open for questions now if you have any questions so this agenda talk yeah, right, right. And all we are managing because as I said the orchestrators which are available are not providing me that fine-grained control over hard drives even on CPU sets. So I talked about my resource manager layer during in the APA gateway that's the job of the resource manager layer to decide on this host what hard drive it is going to use what CPU set it is going to use for that container. We do plan to open source that code if somebody is looking for similar code because orchestrators are not providing that fine-grained control. I am rather yesterday I discussed the same issue with the Docker team. They are pushing me to like add that capability to Docker swarm so we may see Docker swarm having that capability very soon. Any questions? Okay. It's IOP as of now which is based on HDP, Hadoop data platform provided by Hortonworks. It's like now IBM and Hortonworks had a construction where they are providing IOP as an open data platform. And we do plan to support various flavors of IOP with services being added to IOP as plans like that. We may have other integrations also along with IOP for SPSS to have more analytics building. Yeah. Other things are like value adds for text analytics. Big SQL and we will have soon something called Zeppelin coming in and other whatever Apache will recommend to add those projects. Yeah. So we are not limiting networking as of now but we do plan to have bandwidths for the containers like this container should not consume more than like say 20% of the bandwidth but that is not there as of now. That we limit. We basically mount partitions of a particular disk only like let's say our host machines have 12 disks and we can spawn 12 containers on it. We will give partitions from a disk one to one container and partitions from disk two to another container. So that way we are managing on its own like our code manages that. Okay. Yeah. We mount six volumes to the container. That will be a number of nodes will be spread across various disks and each data node as of now has one disk only but that disk size varies. Yeah. So are like come again. No, no, no. We like all the disks are partitioned separately and each disk is like two TB each and during the Docker run we mount those disks like how much user has requested like the user requested for two TB per node and two TB disk is mounted on to that container. Yeah, that like we we have some partitions also within the disk and we will mount give that that 200 gig partition only like so let's if customers requested 400 gig so we have partition though disk of two TB to 400 gigs and mount that partition not the entire disk. Yes. That depends upon the like resource manager layer is intelligent. He will not schedule that container on the host machine which has two disks. Yeah. If you have more questions we can take offline. Yeah, sure. I would really love to answer any questions. Thank you.


You're watching FJTN, the Federal Judicial Television Network. Well I had an interesting experience. I had never used the typewriter before when I came into this job and so I actually had to learn how to use the typewriter. Being a part of Generation X, I think we're the first generation that has been exposed to computers and CDs and other technologies at an early age. Along with so many other baby boomers, I'm very career oriented. I'm very loyal to the organization that hired me and I'm pretty much in for the long haul. Well other generations are a little annoying because they have so much energy and it's hard to keep up with them. Hi, I'm Laurie Murphy and welcome to our program on generational differences in the courts. I'm sure most of you recognize the setting for our introduction as a drive-in movie theater but at least one generation or members of one generation working in the courts today likely have never seen or been to a drive-in movie theater. In fact, they've never known a world without ATMs, microwaves, or personal computers. But technology is only one of many influences on each of us and today we're going to talk about many of those influences on each generation working in the courts. We'll talk about how they're unique and also how we can work better together. But before we get started, I want to let you know that you can fax us your questions at any time during the broadcast and the number is<PHONE_NUMBER>. To help us explore today's topic, we've invited Patty Carey to our studio. Patty is the founder and president of Workforce Strategies. She's also an independent consultant and a generational expert. She has worked in the training and human resource management fields for over 20 years. Welcome, Patty. Thanks for being here. Thanks, Lori. I'm glad to be here. And to give you a sense of where we're heading today with the program, we're first going to define what a generation is. And then we're going to talk about each generation's values and characteristics. We'll talk about the similarities and differences in their work styles and communication and finally we'll apply some strategies to work more effectively together. So, Patty, since our first objective is to define what a generation is, can you tell us how generations are determined? Generations are determined by the entire body that's born and living at the same time. Typically, we determine generations by their birth year. Researchers also incorporate things like their historical events, shared heroes, attitudes, music, fashion, and family structure into defining a generation. Research goes on to say that those factors help to shape our value system and that's another way that we can define generations. Well, I know we want to explore a lot of how generations are defined, but you mentioned birth years specifically, so let's start there. What are the birth years for each of the four generations we have today in the courts? Well, the research varies a little bit, but for the most part, this is what we know. Traditionalists are born between 1922 and 1946. Baby boomers are born between 1946 and 1964. Generation X or Xers, sometimes we call them, are born between 1964 and 1980. And then millennials are born between 1980 and 2001. Yes, there's another generation called Generation Z and they're born after 2001. It's 2002 forward. Now, I've heard some other terms for some of these generations and I'm wondering how these generations got the labels you just gave them and also if there are other ways we can describe them. Well, we call traditionalists traditionalists because of their traditional value system. You may hear them call veterans, you may hear them call the silent generation. Tom Brokaw calls them the greatest generation because of their loyalty, their dedication, and the sacrifices that they've made. Baby boomers get the name of baby boomers from one baby being born every 17 minutes for 19 years. Wow. Xers or Generation X comes from a Billy Idol song and it relates to a mathematical equation where the X is unknown and that's because this generation is hard to define and is so different from any generation that's prior to it. Millennials sometimes are called the net generation because of their technology background. Sometimes you may hear them call Generation Y just feeding off of Generation X. I personally prefer to call them Millennials because my research says that this generation wants their own identity and they do not want to be considered Generation X squared. Well, in preparing for today's program I did a little research of my own because I wanted to know what the court family looks like in terms of numbers in each generation. So using the birth years that you gave us I did a little digging and I found out that over half, 51% of the court family, and this includes judges as well as court staff, are baby boomers. So 51%, 9% of the court family is made up of traditionalists. So if you look at that, 60% of the court family are the two oldest generations. And so only 40% are the two youngest generations. Xers represent about 38% and Millennials are about 2%. And I guess based on the birth years you gave us, you can kind of mark it as 40 and older are 60% of the population and about 40 or younger are the youngest two generations. So does this kind of compare with your research? For the most part it falls right in line with what we're seeing in the private sector. In the private sector about 50% of the workplace is comprised of baby boomers. And that makes sense when you think about the fact that that's who has the largest group in the workplace today. And in the private sector we're finding that less than 5% make up Millennials. And in the private sector between 10 and 15% of employees make up that are from the generation of the traditionalist. Before we get much further, I want to talk about when we categorize employees there's always the risk of stereotyping them. So can you talk a little bit about that challenge of putting them into a generational category but not stereotyping them? Sure. Well, I think it's important that we understand that our generation is just one way of defining ourselves. There are many other ways too. Our gender, our race, ethnicity, education background, income level, religious background, geography, and that list goes on and on and on. So the focus here is to focus on the individual. But I want us to develop an awareness of the generational filter as well. I certainly don't want to put people in a box, but I do know from my own experience and from what research tells us that there are some genuine differences in the generation. And I think that when we understand these generational differences we will be more effective working in the workplace. And I think it's important that we point out today that when we talk about data today we're going to talk about trends and averages. We're going to look at a generation as a whole. Therefore, there may be some people who say, well, I really don't quite fit into that. And in fact, I find that myself. I feel like I transcend generations. For example, I was raised by traditionalist parents. Therefore, I find that I have a fair amount of values of a traditionalist. I was born in 1960. So my birth year tells me that I am a baby boomer and I have a lot of values of a boomer and certainly my peers impacted that too and the events that were going on during that time. But since I'm bumping right up next to the generation X-ers, I find that I have values of an X or two. So I really feel that I transcend several generations. You talk about values. And so I'm wondering how values are impacted or affected by the generation that you grow up in. Well, our values and our beliefs really make us who we are. And in fact, they fuel our behavior. And there's research that says if you can understand someone's beliefs and values you can almost predict their behavior. In the American culture too, we have learned that the decade in which we turn 10 years old is the decade that has impacted our value system more than any other decade. So what's going on in that decade, historical events, societal trends, eating television programming and pop culture are influencing our value systems. And to really take a look at this further, let's look at today's, let's say, 12 or 13-year-old. Someone who was born in 1991 or 1992. Well, according to this research, the year Y2K, the year 2000, is the start of the decade that's going to impact this generation's value system more than any other decade. So right now, what's going on in the world right now? Right now, what's going on in the world right now? So let's think about what's going on right now. What is impacting them? Well, violence is everywhere for them. It's on TV, it's in the movies, it's in video games, it's in their entertainment a lot. They're impacted also by a constant threat of terrorism. We're involved in the Iraqi War, the Freedom Campaign, so that's impacting their value systems. They're also impacted by music, and music today is more introspective. Recto-clothing is huge. Reality TV is huge. And in some states, students are actually being held accountable for learning, which is different from other generations, by focused test. So this 12 or 13-year-old, our hypothetical 12 or 13-year-old, are you saying that the values and the things that are influencing them are shaping their values, and that's going to impact how they are when they hit the workplace? Absolutely. It's hard to predict work attitudes. But, again, when you look at this research, what it's telling us is that the things today are shaping the way this next generation is seeing the world. And while these things have impacted all of us, these things are impacting their value systems in a huge way. So it's shaping the way that they see the world and it's shaping the way that they will eventually function in the world. And how they'll function at work. And how they'll function at work, absolutely. Well, since we won't have a chance to work with these 12 or 13-year-olds for at least a few more years, I think it might be helpful to give everyone a chance to think about what was going on in their world during the decade in which they turned 10.  You can do this by yourself or with a partner or with a group. But to think about the things that influenced you during the decade in which you turned 10. So list at least a couple of key historical events that you remember and a couple of television shows that you remember watching during that decade in which you turned 10. So take a few minutes and we'll come back and talk about it. Welcome back. I hope you enjoyed that trip down memory lane. I had the opportunity to ask some court staff these same questions earlier. And before I ask Patty to comment, let's hear what they had to say about the historical events and the TV shows that they were paying attention to in the decade that they turned 10. Well, I turned 10 in 91 and that was right around the Gulf War. And so we did a lot of that. We watched it on television at school and everything. I vividly remember the explosion of the Challenger in 1986. The Space Shuttle Challenger disaster. When the teacher was on board the Space Shuttle, I was in math class. The 1989 Tiananmen Square student uprising. I was nine years old when we first went into Kuwait to expel Iraq. And I vividly remember my dad coming in and saying to turn on the news because we had just invaded Iraq. I remember when Reagan's assassination attempt occurred and most profoundly was Olly North's trial. That was a kind of eye-opening. I remember the I Like Ike signs and everything about President Kennedy and how he was running for election and remnants of the Korean War. My favorite TV show was the Brady Bunch. When I was growing up, my favorite TV show was Lost in Space and as I got older, Love Boat. The wonderful world of Disney with all the fireworks. I was a child that just got a color TV so that was the most beautiful program of all. Full House was probably one of the best ones. Facts of life and family ties. When I was about six years old, I remember laying on the floor in front of the radio listening to the shadow. I love to watch Full House and Teenage Mutant Ninja Turtles. Well, when I was really young, I liked Smurfs and Dennis the Menace.  Well, maybe some of the things you just heard showed up on the list that you made for yourself. You know, Patty, when we were listening to this, I thought, I can understand why historical events are important to shape our perspectives and our values, but why is it important to care about what we watched on TV? Well, I think we can learn a lot by thinking about the radio and television programming and the changes that have occurred, but in fact it's more than that. When traditionalists and boomers watched TV or listened to a radio program, for the most part they did that as a family unit, so there was direct parental supervision. Whereas when an ex or a millennial watches TV, they tend to watch it alone or growing up, they tended to watch shows alone, so there was little direct or sometimes no parental supervision. Also, the programming content has changed dramatically. Think about what's on primetime today versus then what was on primetime 20 or 30 years ago. Well, I know we're curious to find out a little bit more about each of these generations, so let's start with the traditionalists. Can you tell us what shaped this generation and affected their values? Well, the key historical events that shaped this generation include the years after the Great Depression, World War II, and specifically Pearl Harbor. For many members of this generation, December the 7th, 1941, had a huge impact on them. They can remember where they were when they heard the news of the Japanese bombings, and they were also impacted by the Korean War.  This generation, for the most part, grew up close to their relatives, so their grandparents, aunts and uncles and cousins were part sometimes of their everyday life. So in a time of economic or emotional need, they would often look to the extended family for support. This generation also listened to the radio. They didn't have TV, certainly not like we do today. And as we just heard, someone listened to the shadow. Well, interesting, this generation developed good listening skills and strong imaginations. When she listened to the shadow, she was there. Not only was she hearing the story, she was living that story. She was tasting whatever they were eating and she was just right there with them. So they developed strong imaginations. Can you tell us some other values and characteristics of the traditionalist generation? Well, traditionalists tend to be conservative. They tend to dress conservatively. They tend to be more formal in their work relationships. And they tend to be more formal oftentimes in their clothing. They tend to dress more dressy. Their key values include they follow the rules, they value law and order, they value honor, discipline, and they value loyalty. I think it's important that we understand this generation for the most part in the workplace made the rules and they follow them. Let me give you an example. Think about the dress code for many organizations today. We see a professional attire. You wear a suit to work. It's considered to be professional. Well, oftentimes organizations have relaxed that, so they now have a casual Friday. But I'm finding when I'm in organizations that sometimes traditionalists are not comfortable with that and so you'll find that they're still dressing up on casual Friday. This generation, as I mentioned, follow the rules and oftentimes they get frustrated when other people do not follow the rules. They read handbooks. In fact, they can sometimes quote from them. This generation values loyalty. They went to work for an organization basically forever. They worked there until they either were asked to leave or until they're retired. They value loyalty in themselves and they value loyalty in others. In addition, this generation tends to be fiscally conservative. We see that in the way that they spend money. They oftentimes spend cash. They don't use credit cards a lot. And their mentality is if you can't afford it, then you don't buy it. And we see that there's a link to the way they act in the workplace because of that. They oftentimes will follow, well, they always follow budgets, but they like to stay within budgets and they pride themselves that they have money left over at the end of the year in that budget. Interesting. Let's switch gears here and talk about the baby boomers. And I actually met with some baby boomers and asked them what events were shaping their world during the decade in which they turned 10. So let's take a look at some of the things they had to say about the historical events in their younger years. The escalation of the Vietnam War, my brother getting injured in that war. The GI Bill, the creation of the suburbs, and my family was a part of that movement. I remember Watergate. I remember it interrupting my television programming. I would say just after I turned 10 that was obviously the assassination of the president, President Kennedy. In the decade that I turned 10, I remember that Elvis died. So we mostly heard some serious historical events going on in the 60s and 70s. Patty, can you talk to us a little bit more about what influenced the older and the younger boomers? Well, those two were growing up in the 60s. The 60s had a powerful impact on them. And this today is those boomers who are now in their 50s. The boomers who are now in their 40s were impacted more by what was going on in the 70s. And as we heard also, there was a migration to suburbia. So people were now leaving the extended family and moving to the nuclear family. And with that, again for the most part, when you look at the family structure, there was a working dad and a stay-at-home mom. And that's similar to the traditionalist with the working dad and the stay-at-home mom. That's right. But unlike the traditionalist, boomers grew up watching TV. Boomers grew up watching TV. In addition to the wonderful world of Disney that we heard earlier, boomers grew up watching, and this is prime time, things like, I love Lucy, Father Knows Best, The Gomer Pyle Show, The Andy Griffith Show, Gunsmoke and Bonanzo. Interesting. You mentioned also that traditionalists are fiscally conservative. Is that whole true for baby boomers as well? Boomers tend to live beyond their means. In fact, boomers love credit. The markings of a boomer include designer fashions, whatever is trendy and high status purchases. Boomers have an inner pride about who they are and they tend to display that inner pride with external things. And it's interesting too that boomers tend to feel less guilty in the workplace when they spend the organization's money. What do boomers tend to value and how does that play out at work? Boomers value work, success, involvement, team and lifelong learning. Boomers tend to focus on career and it's an individual focus. They value having a job, they are competitive in the workforce and they also value teamwork. I think it's interesting that this is a generation that was a first generation to be graded on, works well with others and shares materials with classmates in the work world. They carry that over in the work world. Another point, and this is a little different, another different point is that this generation is becoming sandwiched between their children and their parents. They are having to make decisions sometimes for children and they're having to make decisions sometimes for aging parents. They're kind of trapped in the middle and sometimes they need flexibility You mentioned success and I wonder if you could help us understand how a baby boomer might define success. A baby boomer typically defines success as climbing the corporate ladder, achieving another title, a promotion. So when you think about success for a boomer it's about moving up. You know it's interesting we've talked and you know I'm a Gen Xer from Generation X and I gotta tell you that definition of success really doesn't resonate with me and I'm wondering from your research would you say that other Gen Xers would agree with me or would they not agree with me? I think other Generation Xers would agree with you. This generation defines success by adding value, by displaying competence and by adding meaning to the organization. But not necessarily by climbing the ladder. Not necessarily about climbing. It's more about achieving results and it is about climbing a ladder. Now that sounds about right. Would you share with us some of the historical events that helped shape Generation X? Well for the most part the 80s were the formative years for the Xers. President Reagan was shot. The Challenger explosion was part of this. And we heard that earlier. We heard that earlier that it shaped them. The Tenement Square uprising as well as the fall of the Berlin Wall those things helped shape this generation. Looking at an older Xer things that shaped them were things that were going on during the 70s such as the Nixon resignation, the energy crisis that caused long gas lines and you bought gasoline by the digit that was in your license tag. And also they were impacted by the Iran hostage crisis. But there's another impact that's huge and that is massive corporate downsizing. Members of this generation saw their working parents be loyal to an organization and then one day they were told you're not needed anymore. They were downsized. And that has impacted this generation's sense of loyalty to an organization. Can you tell us a little bit about the values and characteristics of this generation, Generation X? Generation X was impacted by divorce. 40% of them are from divorced families. And they also had working parents. So when they came home from school they were latchkey kids. In fact, this is the first generation to be strong latchkey kids. Significant numbers of latchkey kids. They came in off the school bus, they got a snack, maybe did a little homework and then they watched TV. By the time an Xer reached the age of 18 they had watched the equivalent of three years of their waking lives in television. And remember, they're watching this alone and the programming changes, the subject material is different than what boomers and traditionals were watching. Three years, that's amazing. So one sixth of their childhood was spent, well, my childhood was spent watching TV. That's right. Well, I had the chance to talk to some fellow Xers in the courts and I asked them what they were watching during some of the time they were watching television. Here's what they said. Sesame Street, Mr. Rogers, Threes Company, Love Boat. I used to watch The Cosby Show and The Three Stooges. I liked growing pains and Cosby Show, Family Ties, those were probably my favorites. Of course, I enjoyed Lancelot Link's Secret Chimp. The Smurfs, Care Bears, The Simpsons. The Cosby Show, Good Times and Sesame Street. I remember watching many of those shows myself. In fact, it was a really big deal to stay up late on a Friday night and watch Dallas and I remember Love Boat being on on Saturday nights. Patty, I'm wondering what you would say about the programming that we watched as Xers? Well, for Xers, the programming tended to focus more on one's individuality more than it did on the family structure. So it's more about the individual and less about the family structure. Also, the programming had working women shown and there was more diversity displayed in this programming too and those two factors also have helped to shape the view of the world that Xers have. Earlier you talked about the family structure. I'm wondering if you could go in a little more specifically about the values and characteristics of Gen X. Generation X tends to value balance, fun, diversity, informality and they focus on results at work. They tend to wear more casual, functional clothing and they oftentimes have what I call body art piercings and tattoos. Now, for a generation that's before them, the traditionalists and the boomers, they struggle with that. In fact, sometimes boomers can be judgmental and this body art causes them to raise an eyebrow. I mean, think about when I was a kid, the only man who I'd ever seen with an earring was Mr. Clean. Well, so we know how to spot an Xer or we kind of know how to spot an Xer. How would you spot a millennial? Well, the markings of a millennial include cell phones, retro clothing and brand name clothing. By the time a millennial reached the age of nine, they were considered to be brand washed. They only want to wear certain clothes that have the right label in the bag. By nine years old. By nine years old. They are drawn to objects and clothes that say expensive. And an interesting survey, recent survey tells us that the average 18-year-old in this country receives $125 a month allowance. So this generation is not used to waiting for what it wants, whether that's in their personal life or whether that's in their work life. Wow, that's a good amount of disposable income. Absolutely. What else has shaped their values? One-third of this generation are born to single mothers. And those who are living with two parents, for the most part, are living with two parents who are working. So the family structure has changed dramatically or significantly for this generation. Now for the millennials working in the courts right now, their formative decade would have been the 90s, right? That's right, the 90s. So let's take a look at some of the things that were going on in the 90s and the 90s that helped to shape them. There was the first Gulf War, the OJ Simpson trial, the Oklahoma City bombing, the Clinton-Lewinsky scandal, numerous schoolyard shootings including Columbine, Election 2000, and of course the terrorist attacks on September the 11th, 2001. These things have significantly impacted the way this generation sees the world. We were all affected by those things, but you're saying that they were particularly affected by them? Absolutely. Okay. Well, I think it would almost be impossible to talk about this generation without talking about technology.  And some court staff actually weighed in on this issue and how technology and millennials almost go hand in hand. So let's hear what they had to say. Technology is changing rapidly and that is the first major obstacle especially to the baby boomers and older generations. First and foremost is the natural talent and facility they bring with their automation skills. What takes me three months to master, they can do in one week. We're not afraid of and in fact embrace new technological advances in the workplace. They understand the computer. They grew up with the computer. Working with five, six different programs open at the same time. They have no problem doing that. You know, I've always considered myself technically savvy but I'll tell you that some of the younger folks in the office, they put me to shame. You know, Pat, it seems like the millennials are especially technically savvy bunch. Well, like Xers, millennials certainly are techno-literate. They use communication tools as email and they've grown up with the internet. They use instant messaging. They use text messaging. They have never known a world without, for many of them, the internet or cell phones or email. And they've also been inundated with technology for entertainment.  It's also interesting to note that the television program, programming has actually changed not only the subject material, but the programming is much faster paced today than it was 20 or 30 years ago. And let's think about what was this generation watching during prime time? They were watching things such as the X-Files, Friends, Frasier, ER, The Simpsons, Seinfeld and, of course, Reality TV. Very different. It's interesting too that this generation, I think, has competing media. They have the internet. They have iPods. They have CDs. And what blows my mind is that they can use them all at the same time. Well, now we know a little bit about what influenced them. What do they value? What do millennials tend to value? Millennials tend to value civic duty, street smarts, their achievement, diversity and money. They have a strong self-image. They are confident in who they are and they are confident about the skill set that they bring to the workplace. They thrive on innovation and they thrive on making money. Actually, another survey tells us recent survey taken of college graduates and they cite economic benefit as the major reason for attending college. Interesting. This generation also is oblivious to gender and race. As I mentioned, they value diversity. Some call this generation colorblind. Some say that this generation is more open-minded than any other generation yet. And they do not have preconceived ideas about what men and women should do in the workplace. They do not have preconceived ideas about the roles that they should play. Interesting. Well, we've talked a lot about each of these four generations and I'd like to give everyone a chance to think about this from a personal perspective since we're all members of a generation. So at your site, take a few minutes to answer the question which generation do you identify with? And maybe it's one particular generation or maybe you're like Patty and maybe you identify with more than one generation. But think about it for yourself and then share with a partner. So we'll be back in a few minutes. Welcome back. Thanks for sharing your generational story with a colleague. Patty and I were talking during the break as well and I was sharing with her that I definitely feel like I'm a Gen Xer. I really, really feel that the values of a Gen Xer, that's what I embody, the value of balance, fun and flexibility. So that's a little bit about my story. Now that we have a sense of what generation we fit in, we want to talk about generational characteristics and how they can be assets or liabilities at work in the courts. So we're first going to look at the two youngest generations. The 40% of the court family that is either a Gen Xer or millennial. And we're going to look at, again, assets and liabilities and we're first going to hear in this next clip from some of their older colleagues, the boomers and traditionalists. And then we'll also hear from some Xers and millennials themselves. So let's take a look. I think at work that the generational differences are most pronounced in the way that people approach whatever the task is. Someone my age is a little more careful and doesn't rush right in where someone who's younger, they're right there, ready to go. For the younger generation, I think it's easy solutions. They tend to try to solve an issue too quickly with an easy solution and really it's more complex than that. I really admire Gen X's sense of risk-taking. I think it's an invaluable quality in today's world that they are looking forward, they are not afraid to take chances and make a mistake and they're willing to learn from their mistakes and move on. Well, perhaps with some of the Gen Xers, there's a bit of a sense of entitlement. I think that at times they expect to move up through the ranks faster than some of us baby boomers have. They find new ways of doing the job. I think their strength is that they question the status quo. The younger generations, they're so fast, they're so quick. I tend to want to speed things up a little bit, get through things as quickly as humanly possible. I'm a Gen Xer and I definitely like to have fun at work. I love having flexibility. Our bosses are flexible. We have flexible hours, that means a lot. People of my generation find it important to be more fast-paced and efficient, so I think the whole advancement of technologies and everything have added to that. Well, there's definitely some honest feedback there about Xers and Millennials. Patty, I'm wondering if you would talk a little bit about this tendency towards speed and risk-taking. It sounded to me like it could be almost an asset or a liability at work. If you could talk a little bit about what the younger generations value. Well, I think from what I've seen, the Xers and the Millennials tend to get a stereotype of being a slacker. I think they've gotten a bad rap, quite honestly. I think what we're seeing is that they are motivated by different things than our boomers and traditionalists. For example, Millennials tend to be motivated by technology, opportunity, money, and training. Xers tend to be motivated by state-of-the-art technology and a fun, relaxed, flexible work environment. This generation does not, neither of these generations, do not choose to live to work and other generations have really focused more on career. Well, I actually asked some court staff off-camera what their, some older court staff, the boomers and traditionalists, their opinions of Gen Xers and Millennials to tell me a little bit about the assets and liabilities. So let's take a look at those. Some of the assets include flexibility, adaptability, fearlessness and a tendency to be more relaxed and open-minded. Even carefree, energetic, that word came up a lot. Bold, innovative, and as we've said, technically savvy. We heard this earlier, unafraid to challenge the status quo and, because they're newer in the workplace, a source of fresh perspectives. On the other hand, also heard some liabilities. That they can be Xers and Millennials, immature, they can be procrastinators, they can be a little bit unreliable and they tend to not admire much of anything. They're a little bit self-centered on occasion and lack discipline and personal skills. At work, they may be less apt to stay late and more apt to question everything. So Patty, would you comment, first talking about the Millennials? Well, when you look at the generation as a whole, the assets for Millennials typically include they are great multi-taskers. They are positive and optimistic and as we've heard, they are technologically savvy. In fact, this is the first time in history that we have a generation that is considered to be an authority on a subject that their parents are not and that subject, of course, is technology. They do have liabilities. Because of their age, they tend to need structure and supervision. Because of their age, they're inexperienced and they're inexperienced specifically with handling people issues. What about Xers? Xers also are technoliterate. Their assets also include that they are creative, they are adaptable, and they are independent. And I think these things come from the fact that they were latchkey kids. They had responsibility early. They were independent early and that has tied into shaping who they are. They do have liabilities. This generation tends to be cynical. They tend to be impatient. They tend to sometimes have poor people skills. And another interesting thing is that this generation has been inundated with news and sadly, almost nothing knocks them cold. In fact, they invented the phrase and there, done that. Can you share with us any similarities, other similarities between the Xers, Gen Xers and Millennials? Both generations embrace change and they flow with it. Change is not a stressor for them. It's not anything new, so they like change. They are unimpressed with and they sometimes are unintimidated with authority. They will oftentimes challenge an older colleague in the workplace openly. They tend to have a leadership style that's equalitarian. It's about being inclusive and about being fair. When they are led, they want to have honest, frequent feedback. They want to feel like that they're adding value to the organization. They want to feel like that whatever they're working on is meaningful and adding meaning to the organization. And they are demotivated when they are micromanaged. They want a real hands-off management style when it's managing them. The focus here for them tends to be on results. It's about what's achieved and what's accomplished, not about how many hours did you work today or how many hours did you put on that project. It's about the results that are achieved. And I think it's interesting too we know that they're motivated by different things. There was a recent survey taken asked boomers and Xers, given the choice, what would you want? An office in the corner with a door and windows and the boomer said, give me the office in the corner and the Xers said, I prefer the state-of-the-art technology. Well, let's talk about the boomers and the traditional. It's only fair to turn the tables a little bit. And we had some Xers and millennials actually talk about their boomer and traditionalist colleagues. So let's hear what they had to say. I admire their knowledge base and I also admire the paths that they have paved for us future generations. Their experience, their patience and understanding and willingness to share that. Some of them have a tendency to view their ideas and their ways of doing things as perfect. The older generations they tend to not trust us younger generations as much think that maybe we don't know enough to do our jobs. It's the change thing. We have a lot going on in our office right now for example that's changing and you see a lot of the older people doing that and not willing to really move forward with everybody else. Well, before I ask Patty to comment on that I'd like to share with you some other thoughts from court staff we didn't get on camera. Again, talking about traditionalist and boomers and their assets and liabilities and this is coming from of course the millennials and the Gen Xers. They say that the older generations tend to be dependable, dedicated and experienced. As Patty mentioned, the word loyal came up often. They tend to work and hard working. They tend to be structured and honest, even courageous. They're very respectful of others and they also tend to be very knowledgeable. On the flip side, liabilities include being a little bit less adaptable and flexible even to the point of rigidity. They can be prone to go it alone or do it themselves. Serious, again resistant to change we've heard earlier and a bit conservative. Patty, it's clear that with age and experience comes wisdom. You've heard that expression, but is there more to it than that? There is. First of all, these generations have a wealth of experience and have a wealth of skills. They have a historical perspective on the organization. They tend to be dedicated, hard working and sometimes even driven in their work ethic. I oftentimes will hear a boomer say I'm sorry, oftentimes we hear a traditionalist say if a job is worth doing then it's worth doing right. They take pride in the fact that they have a job and they take pride in the product of their job. It's also interesting to point out that boomers tend to have a strong self-identity with their work. My experience has been if you ask a boomer who are you they will respond with their job title. Can you tell us a little bit more about the assets that each generation, the traditionalist and the boomers bring to the workplace? Traditionalists tend to be detail oriented and thorough and even tempered. They also have a stick it out mentality. They just stick with it. They have a respectful view of authority also. And let's not forget their imaginations. Remember we talked about that earlier and I think they developed strong imaginations as children and they still have those imaginations that we sometimes forget to tap into today. Boomers on the other hand are team players. They have strong people skills. They have good rapport builders and they have a very strong customer service orientation. Their focus is about putting the customer first. And from an authority perspective boomers tend to have a love-hate authority. A love-hate view of authority. They love authority when authority is on their side. They hate authority when authority is against them. Well speaking of authority, most of the court leaders and managers are boomer and traditionalist generations. So would you share with us how they tend to be as leaders and also what motivates them as workers? Traditionalists tend to have a command and control leadership style. They tend to make the bulk of decisions themselves. They have a take charge mentality. They are not afraid of making a decision or of being in charge. They are motivated by stability and security and that makes sense when you think back many of them grew up after the Great Depression, those years that follow that. They are also motivated with the work itself. Having a job is a motivating factor for them. And they tend to be motivated by a sincere appreciation for the work that they've done. They like handwritten notes for example. So if you want to show appreciation to a traditionalist to be motivating, you need to handwrite them a note instead of sending them an email, a typed email. Boomers lead with the consensus method. They oftentimes will put a team together to tackle a project. But it's important to understand here too that boomers have a hierarchy oftentimes in these teams and at the top is where they are and so they will make the decision if they need to. What they're motivated by tends to be respect, success, visible perks and climbing the organizational ladder. That's important to a boomer. What about how they tend to work with others? You mentioned a little bit about that but can you expand on that a bit? Well, traditionalists are formal and boomers are formal but not as formal in the workplace. Both generations tend to use voicemail and telephones more than they use email. Both generations follow the rules. They read procedural handbooks. They go by them. And both generations tend to assign and assess work with a meeting. So they need, they have this something inside of them. Let's get everybody together and let's talk about what's going on in your area and how can we work on it. But they do this in a meeting setting. Boomers also are overachievers and oftentimes they expect everyone else to be an overachiever too. We talked a lot about assets earlier about these two generations but can you talk a little bit more about the liabilities that are traditionalists and boomers? Traditionalists tend to resist change. They like the status quo. They're comfortable with it. In fact, they will save. If it ain't broke, don't fix it. They also sometimes are apprehensive of technology. I have seen in my experience an organization implementing a new automation system and traditionalists really struggle with that and say, you know what, I'm really tired and maybe this is the time to do that instead of having to learn this new automation system. So they tend to resist change. They tend to have be apprehensive with technology and oftentimes they won't buck the system. It depends on how you look at it whether that's an asset or a liability but oftentimes it's a liability. They just kind of are very conforming. They will not openly challenge a member that's a person who's an authority.  Boomers on the other hand tend to be change masters. Boomers are not satisfied unless they can constantly improve the process. So for a boomer it's about changing to improve. Let's change this to improve it. Sometimes boomers change to make a mark. But oftentimes they're just interested in changing that whole process. I have found however people crazy. They're always changing. It even drives other boomers crazy who like change. But let's change this and let's change that can really drive someone crazy. They also tend to be self-centered. They tend to be judgmental and they can be overly sensitive to feedback. They like feedback but if it's negative they can be overly sensitive to that. Which is a direct contrast to the exers and millennials who said feedback and they won't honest feedback. It is a difference. You've given us a lot of information a lot to chew on with all these generations. I'm wondering if you can summarize for us a little bit about each generation before we move on. Yes I certainly can. Let's start with the millennials. The millennials are new to the workplace. They're just beginning to come into the workplace. They respond well to innovation and change. They thrive on innovation. They want to add value and receive feedback and they want feedback from their peers as well as from their managers. They enjoy using technology. Remember this is the first time in history that they're an authority on a topic that their parents aren't. They seek learning and growth opportunities in other words they value training and they see the organization as being responsible for keeping their skill set current. Generation exers are similar in many ways. They enjoy being challenged. They seek challenge and responsibilities and they oftentimes are known as risk takers. They are unimpressed with authority. They, um, interesting are the first to be graded on ability to challenge others thinking when they were in elementary school and they have taken that to the workplace. They seek balance and flexibility. They do not choose to live to work. Also, it's not on time. It's about accomplishments, not about the time involved and they seek learning opportunities. In other words, they value training also. Baby boomers are driven to succeed. They have a self-identity linked to their work. They value success, involvement and team. They are masters of change. They constantly are seeking improvement. They led the way of people, the wave of people back to graduate school. They use meetings to discuss and assign work and they have a customer service orientation and that orientation is about putting the customer first. Traditionalist work hard and take pride in their work. They are in fact thankful to have a job. They respect authority. They grew up showing respect by saying things such as yes ma'am and no sir. They follow rules. They're frustrated when others don't follow the rules. They form on their dress and mannerisms. They tend to be conservative and they tend to call people by their last names in the workplace until they're given permission not to do so. And lastly, they focus on the time spent working. They focus on the number of hours worked in a day or on a project. Thanks Patty. It's a lot to take in and I want to give everyone viewing a chance to revisit your earlier answer to the question I asked what generation do you feel you identify with? Now that you've got some more data you may find that your answer changes. So take a few minutes. You can do this with a partner to think about do you still agree with your earlier answer? Do you still feel that you identify with that generation? So take a few minutes and we'll come back to talk about it. Welcome back. So how many of you changed your answer? I bet at least a few of you did. We talked earlier and Patty you mentioned that you were talking about the general generations or transcend generations. So how normal is it for someone to not necessarily have a hard and fast answer to the question of which generation they identify with? I think it's normal. Remember, we are again talking about averages and trends. We are all unique and the generational component is just one factor that really helps define us. Well let's switch gears here. I want to talk about how we can work with our own. So would you talk about that a little bit? Well I think there's some strategies that we can use to help us to be more effective. Now the key is we're not talking about changing who we are. We're talking about changing how we relate to people or how we work with people. But we're going to stay who we are and use some strategies to help us. Okay. Well let's first talk about the majority of the court family. We mentioned earlier that baby boomers to the percentage of exers you come up with 89% are either exers or boomers. So let's talk about those groups first since most of us are going to be working with either an exer or a boomer or both. So let's talk about boomers first. What are some strategies to work more effectively with them? Well I think one of the most important strategies is to show respect to a boomer. Remember, boomers tend to be idealistic and workaholics. Many of them take pride in their job title. So respect the fact that they have seniority, that they have experience and respect the contributions that they've made to the organization. Another strategy is to publicly thank them. Boomers are motivated by public recognition. So you can do this whether it's sending them an email and forwarding that email on to colleagues that are on up the chain of command. Maybe you put their name in a newsletter or maybe you post their name on a bulletin board whether it's one that's in the hallway or whether it's an electronic one. So a boomer you'd want to publicly thank but a traditionalist you might want to write a personal note to. Exactly. There's a little difference. Another strategy for a boomer includes that we need to understand their need for meetings. This is the way that they grew up with work. This is the way they grew up assigning and assessing work. They are comfortable with this. Now the key is for boomers to make sure that these meetings are productive. And if Xers and Millennials who tend not to like a lot of meetings are really struggling with the meetings and sometimes other boomers struggle with a lot of meetings too, then I think it's important that they speak up and see if there's another communication tool that they can use but do understand that boomers really have something inside of them that drives them. They need to have a meeting and lastly provide flexibility for them. The way that is, remember, we talked about they're becoming sandwiched between their children and their aging parents and many times they need flexibility to maybe it's to attend a ball game of a child and maybe it's to take care of a need for a parent. They need flexibility. Cut them some slack understand that need and help them not to feel so guilty about needing that flexibility. You can do that whether you are the person in charge of the boomer or just appear. Absolutely. You can do it with peers or management. It goes both ways. Let's talk about the Xers now. We talked about the boomers. What about strategies for working more effectively with GenXers? Remember, Xers tend to focus on results more than they focus on the time committed. So the strategy here is to focus on results. Another strategy is to provide a fun, flexible, relaxed work environment. We've heard that. That's what they want. They want relaxed rules. They want more autonomy. And I have found in my experience that if they don't find that they are working in a fun, flexible environment they will either leave physically or worse yet, they will stay and check out mentally. Another strategy is to explain the reasons for the rules. Some rules cannot be changed. Some rules cannot be relaxed. But it helps if an Xer understands the reason behind the rule. The reason is reasonable and fair. Usually an Xer will buy into it. So explain the rules. And the last strategy is to nourish their creative spirit and their love of technology. Understand this generation tends to want to think outside of the box. They want to do work in a different way. So let's allow them to do that and actually nourish and nurture that creative spirit. And that's better for the organization anyway. So now we've got 89% of the court family taking care. We want to look at that other 11%. So let's start with the traditionalists. How can we work more effectively with them? What are some strategies to work better with the traditionalist colleagues? Well, I think again one of the important things that we need to do is to show them respect. Remember, most traditionalists went to work for an organization and have stayed there. So they have a lot of experience. They have a lot of seniority. And that's the case in the courts. They then have kind of grown up in the courts. Exactly. So what we want to do is to ask for their input and ask for their opinions. That's giving them respect. Understand that they have a valuable historical perspective. So let's try to tap into that. Secondly, involve them in change initiatives. Remember, for some of them, change causes them stress. So let's help them with that. Maybe it's that we tell them the how's and the why's. How is it going to change? And also, you may want to even add some staggered implementation dates instead of saying, okay, this is going to change tomorrow or this is going to change next week. Let's have a staggered process to help them ease through that change. Third, use them as mentors. This generation, as I said, has a lot of history and a lot of information. So let's let them share that. We sure don't want to lose that organizational history. So share that with members of other generation. Use them as mentors. And lastly, provide technological buddies or coaches for them so that they have a comfortable environment where they can help them ease that apprehension of technology. So they're someone they can ask their questions to and it's a safe environment where they can do that. And it's almost a retention strategy for traditionalists in a way. It certainly can be a retention strategy for traditionalists. Only 2% of court employees are millennials, but that number, as we know, is only going to increase. So let's talk about how to effectively work with that generation. Well, I think using mental relationships is a big one. We've talked about that with traditionalists, but you can also do that with millennials. What we want to do is pair them with a boomer or with a traditionalist, someone who understands the organization, someone who they can ask questions to. Secondly, expose them to opportunities. This generation wants to be exposed. They value opportunities. So help them to get a broad perspective of the organization. Third, provide honest, frequent feedback. This goes for peers as well as management. This generation wants to know how they're doing and they want to know more than one time a year. So they say, tell me, what am I doing well and where do I need to improve? And lastly, provide them with ongoing training. We have learned that for this generation, training is something that is a motivating factor for them. In fact, this generation believes that it's the organization's responsibility to keep their skill set current. And they are looking for organizations that have strong training programs. And I have found that they are actually staying with organizations that have that. And some people say, well, Patty, when you provide a strong training program, aren't you just training them for their next job? Yes. But we hope that job is going to be within your organization. Because we're seeing that it can actually be a retention strategy too to help them stay. Thanks for providing those strategies. It's interesting to know when these problems with generations come up. I actually asked some court staff when they find attention around generational issues. In other words, when it seems like the things we've talked about today become a barrier to productivity. I wanted to share with you some of the things they said. One is when organizational changes take place. Another is when there's changes in work duties or promotions. Interactions with the public and customer service can often cause a generational rub. And the next one we've talked about a lot, technology. Respect, this whole issue of respect in co-worker relationships tends to be an area of potential friction. And perceptions of work ethic, and the big one, schedule work hours and leave. Dress codes is something we've alluded to, but it also came up when we talked to court staff. So Patty, would you say these are typical? These are typical in the workplace. Most tension and stress in the workplace revolves around change, technology, policies and procedures and working relationships. Now sometimes that's because of misperceptions, miscommunication, and even organizational culture. However, I have found that sometimes this is because of true generational differences. People just see things differently. Let me give you an example, the dress code. We understand that in many organizations the dress code is formal. It's professional. You wear a suit. And members of the younger generations are saying, what's the big deal about? Why can't I dress down? Why do I have to dress up? However, boomers and traditionalists see this issue as a sign of respect. So we have two totally different perspectives on the same issue. So how do you resolve something like this? Well, if it's established, if it's a rule, and it's established, then by all means we want to follow that. Absolutely. It's important that we follow that. However, it's important also for boomers and traditionalists to let the younger members know why is it important. Tell them why this is significant. Why is it that we need to wear a suit? I know that, for example, probably you need to wear a suit in the courtroom. I understand that. It's a sign of respect. Absolutely. We'll share the whys with members of the younger generation. And then they may say, yeah, okay, I get it in the courtroom, but how about in the office? Well, maybe then they can suggest in the office can we dress a different way keeping a suit in hand in case I'm called unexpectedly into the court, then I will have it. But again, this is kind of a give and take on both ends. So it's both sides understanding where the other one is coming from. That's exactly right. Okay. Well, let's give you a chance to think about at least one of these issues for your court unit.  You'll have the list in your participant guide. Talk about where the issue seems to be most, I guess, difficult for your group. And talk about how you can use the strategies we've discussed to get beyond the generational differences. So we'll give you a few minutes and then we'll come back. Welcome back. I hope you had enough time and enjoyed the time you had talking about one of these issues from a generational perspective. And we actually just got a fax from one of our colleagues out in the Second Circuit. So I won't name you by name, but I do want to have Patty answer this question for us all. The question is, you said that you should recognize traditionalists with a personal note and recognize baby boomers publicly. How do you recognize Xers and Millennials? Well, Xers and Millennials tend to focus more on the individuals. So what you would do is you could just verbally thank them, or you could do an email thank you to them too because they like that, but make it kind of a thing. If it's a significant reward that you're trying to thank or whatever, and you're in a management role, the way to really show them that you are thankful and appreciative is to give them some time off. Remember, they value balance in their lives and they are motivated by time off. So even letting them leave early a little bit. Letting them leave early would be a motivating factor for them. If it's a big thing, yes. Well, I'm going to ask you a question and that is, do generations carry their values and characteristics with them as they age or as they age do they tend to have different values and characteristics? Research tells us that for the most part our values are values. Therefore my values today are going to be the values that I continue carrying on. However, there is a p.s. When you look at Millennials, and I think about some of the things that they are motivated by money, for example. When I was 18 or 20 years old, I wanted money too. Money was certainly a motivating thing and I do think we're going to see that that changes. Also, liabilities for a Millennial because they're young tends to be that they're inexperienced. They need structure and supervision. That will change also as they learn and as they grow and as they mature. But for the most part, remember all kinds of things shape those value systems and those are the core of who we are and that's not going to change dramatically as we age. One more question for you. I'm wondering as you go to other organizations if you're finding that organizational leaders are really receptive to the whole notion of generational differences being one thing that can be a barrier to productivity. Is that something you're seeing? I am seeing that they find that but I also am seeing that organizations who truly embrace the fact that there are some differences here and let's try to work with those differences and make it a better working place. Those are the organizations, in my opinion, that are going to be successful. So are court leaders to be taking this into consideration? I sure hope they are. One of the things that I've noticed throughout this program is kind of an underlying thread through everything is this whole notion of respect. It seems to be a continuing theme and so I actually asked some court staff about how they want to be respected at work. So here's what they said. I would like my co-workers to show respect for me by being polite and not ignoring me because of my age. I want to be respected just as they are respected even though they are older and they have more knowledge and wisdom I too have knowledge to bring to the job. I'm often parented rather than parented and I feel that sometimes I'm spook-fed more information because I am young. I would like my co-workers to give me the courtesy to hear what I say to keep their word to me and just to treat me as another colleague. Trusting me, trusting in my abilities and maybe giving me more opportunities than what would be normal for my position. A lot of times they shut you down you don't have as much experience they think maybe your ideas aren't as good but I think it would be helpful to listen before you make a judgment. Just listen, hear me out, hear my ideas thoroughly before you go ahead and think that it won't work. Treat me as an individual a grown adult. You know what I heard were a few things were trust, honesty and listening. Patty, why is respect so important? Well I think no matter how we define respect we all want it and we want to add value to an organization, we want our work to be respected and I think when we show respect to someone we're actually validating them as a person so the goal here is to get the job done, respect one another but be sensitive to the generational differences as well. Well we're just about ready to wrap up and I wonder if you have any last final comments for us. Well I just want to make sure that we all understand that we're shaped by the historical events and different influences that we've had growing up. They're going to be different. I think it's important for the courts to grasp, again to be successful, the differences and the assets and the liabilities in each of the generations and to really understand those. I think it's important for the courts to employ members of all generations because there's a strength there. You can have a different strength by having these different perspectives. When you're putting together for example a committee or a task force, make sure that you're putting together a committee or task force that represent all different generations again to bring those different strengths into the workplace and you don't want just one generation represented because then you have all their liabilities there too. So the goal here is to enable the courts to understand that we are unique and to tap and use it as a strength. Well thank you Patty. You've been just a wonderful resource for us today. Okay well that's about it for us. I want to thank the 10th circuit for sending in a question. My colleague who shall remain nameless for sending a question and thank all of you for participating in today's program. We really would appreciate your feedback and so if you could fax us your evaluation, the fax number is<PHONE_NUMBER>. Thanks so much and until next time, take care.