'Why?' a question of generation

  • Published
  • By Col. Robert Singler
  • 349 Medical Group
TRAVIS AIR FORCE BASE, Calif. --  Gen X, Gen Y, the Me generation, the Millenials, the "Lost" generation; the list goes on and on. There are a lot of biased stereotypes out there, but two persist: that of the rigid oldster who is obsolete and can't adapt, and that of the texting youngster who won't pay attention or take anything on faith.
If you look for differences, you'll find them. But then of course, you should. While we might share Air Force history and culture, our generations start from very different places. Invariably, you can find an anecdote to support whatever point you want to make about irreconcilable differences between age groups.
How to square those frustrations with a need for unit cohesiveness, team spirit or unity of command? I'd suggest you take a deep breath and ask "why?" The first suggestion is just your mom talking. There's not one of us who, as a kid, didn't get angry and was told to count to 10 before lashing out. It gave us time to evaluate our frustration. Mom was right.
When it comes to generational differences, the question we then need to ask is "why?"
Not a few older supervisors complain about their youngest Airmen's apparent unwillingness to execute a request without hesitation. They're complaining about their Airmen asking why.
In fact, that's the question they should be asking themselves. They know that they have years of experience, the rank to expect obedience and a track record of success. But their newest recruits may have arrived from an economic system that may have let them down and can no longer promise a better future. They see the consequences of decisions made by older generations and they're not impressed.
I can't claim to have as good a finger on the pulse of my youngest Airmen as I do on my commanders. Still, I can see why a complaint that we're locked in the past might seem valid. Half of us are computer illiterate in comparison to them and we barely scratch the surface of instant communication. It's not immediately obvious beyond our rank why we're likely to be right.
We're each not necessarily wrong, but are not recognizing the value of proven success versus evolutionary change. History is replete with examples where being stuck in the past cost a fortune, a life or a battle. The buggy whip and the mainframe computer both fell victim to the belief that the system was optimal. History is also full of examples where premature decisions based upon incomplete information led to disaster. Whether it's the "revolutionary" Edsel automobile or walking into an ambush, a bad decision is often due to incomplete information.
Neither generation is more likely to be either stuck in their past or guilty of rash decision-making. With most errors, the decision maker could not or did not take advantage of available information. We need talent and we need experience to make good judgments.
Sometimes there is no time for contemplation, especially in the military. But not every directive or unit plan is an in-flight emergency. If your supervisor seems to disrespect your connectivity or the speed with which you can come to a decision, they may have no idea what you can offer.
Figure out a way to teach them. If your subordinate repeatedly asks, why, it's less likely insubordination than a need to understand. Perhaps you trusted your elders more than they did. Get over it. And if you're worried about command and control in the next crisis, don't. Your young team will back you up and amaze you with its skill.
We're blessed with a huge amount of talent and experience in the Air Force and it's not restricted to one generation or another. All the whys are why we are the most adaptable, innovative military in the world.