Generations in Organizations

In the early 1990s, as a guest lecturer, I conducted several workshops on ‘personal leadership and intuition’ for fourth-year organizational psychology students at Utrecht University. I asked them to intuitively indicate what they wanted to change in organizations. The energy in the group rose significantly. Clear answers emerged, even though their instincts could not have been based on analyses of organizations—they had little to no work experience. They could barely articulate rational considerations. Yet, what they wanted was self-evident, precise, and logical. They seemed to be well ‘pre-programmed.’