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wants to be considered part of that chain of command when it comes to solving problems. A Gen Xer, however, translates the Open Door Policy to mean if he has an issue he can stop by the commander's office at any time and discuss it. Because Gen X believes manage- ment is made up of colleagues, he takes at face value the idea that the commander's Open Door Policy is just that, and feels comfortable dropping in. Rather than following a strict chain of command, the Gen Xer believes having levels of supervi- sion is more of a suggestion than a fact. To address this disparity, administrators must clarify, clarify, clarify. Many department heads have an Open Door Policy, but it is important to explain exactly what that means using lan- guage each generation understands. If the Open Door Policy refers to including management in issues once the chain of com- mand has been followed, this needs to be clearly indicated. On the other hand, if the Open Door Policy means officers have the freedom to come and go with complaints without talking to direct supervisors, that needs to be spelled out. Challenge #2 - Overtime The chief reviews the overtime budget and sees a recent spike in the amount being paid for call back or mandatory overtime. An investigation shows a deep division between the Baby Boomers and Gen Xers on the amount of shifts they are willing to work. Baby Boomers believe in doing what is necessary to get the job done and that everyone should share in the duties. They are willing to work overtime if needed, but feel those at the bottom of the totem pole should take the majority of overtime hours because they have less seniority. Baby Boomer officers often be- come frustrated with the perceived lack of work ethic shown by the members of Gen X and fear these officers will not succeed in the workplace because they do not show initiative. The values of a Gen X officer, however, are to self first, fam- ily second, and work third. In this values system, working overtime hours is acceptable if it will benefit self or family. Once the Gen X officer has decided his need has been filled, he will no longer volunteer to work overtime hours. The Gen Xer, who treats each position as a stepping stone, is less concerned about working simply to scale a career ladder and is confused by the insistence of the Baby Boomer officer to spend time away from home and family to benefit "The Department." The issue here is not necessarily the amount of overtime an agency has, but rather how employees view the need to vol- unteer for shifts. The Baby Boomer believes the Gen Xer has no work ethic, and the Gen Xer believes the Baby Boomer has given up his life for the department. Teaching each generation about what the other values, needs and wants can open com- munication to facilitate understanding. Challenge #3 - Technology The agency has received a large grant to upgrade the computer system used by the officers. This system will allow officers to process reports from their vehicles, see records and jail informa- tion, and communicate more effectively with dispatch. While the Generation X officer is non-committal or excited, the Chief finds resentment from some of the older officers. While many Gen Xers cannot remember a time without the When I was your age... Internet, cell phones and iPods, the computer can be consid- ered a recent invention in history. For many Baby Boomers, the information age was equal parts excitement and frustra- tion as technology increased by leaps and bounds. As this generation ages, it may become harder for these officers to assimilate the new technology as quickly or effectively. Baby Boomers are not reluctant to new technology per se, but they may question why an agency needs the newest product when what is already in place works just fine. Gen X, on the other hand, sees these computer systems and upgrades as a routine part of life in the department. More adaptable and independent than Baby Boomers, Gen X is will- ing to learn and use new technology as long as it does not take away from their personal hierarchy of self, family, work. Rather than learning everything about the program, the skep- tical Gen X officer will learn enough to make it work, since they "know it's just going to be changed in six months." In addition, Gen X is not afraid to use the skills and talents of those around them to find shortcuts and faster ways to accomplish tasks, rather than take the time to learn the entire system. Solving a technology issue between the generations will re- quire two informational formats. Since Baby Boomers prefer structure, they will need to know the plan to educate them will be structured, relevant, and will include follow-up. Baby Boomers may need to be reassured they will have ample time to learn the material to avoid any embarrassment due to younger officers adapting more quickly. Information provided to Gen Xers, however, needs to re- volve around the amount of time they are expected to give to learning the new program. Bored with formalized learning processes, the Gen X officer needs to know he will be pro- vided training that matches his speed of learning, as well as resources he can use to get answers at a later date. Challenge #4 – Respect My Authority! In the world of the Baby Boomer, respect comes with rank. The Baby Boomer commander or chief has worked hard to climb the ladder of success and earn his stripes or bars and expects the sac- www.lawandordermag.com 53