Maybe the problem isn’t the person — Maybe it’s the generation

By Imke Odendahl

Recently, I read the book Sticking Points by Haydn Shaw, and one of the reasons it stood out to me is because it offers a surprisingly practical perspective on workplace conflict — especially across generations.
Today, for the first time in history, we can have up to five generations working together in the same organization. Each generation grew up with different expectations, communication styles, definitions of professionalism, and ideas about work itself.
The book identifies 12 common “sticking points” where generational conflict tends to emerge, including:

• feedback
• hierarchy
• loyalty
• work-life balance
• communication preferences
• attitudes toward authority
• even what “having fun at work” means

What makes the book valuable is that it avoids turning generations into stereotypes. Instead, it helps readers understand why these differences create friction — and how to navigate them more effectively.
And this connects deeply with the principles behind Human Logic™.
At Human Logic™, we often emphasize that behavior is contextual. People operate through different behavioral patterns, communication preferences, fundamental needs, and protective mechanisms. Many conflicts are not driven by bad intentions, but by different ways of perceiving situations.
Generational differences amplify this dynamic.

One of the most powerful insights in Sticking Points is the distinction between business necessities and generational preferences.
Haydn Shaw explains that leaders and teams need to ask themselves an important question:
Is this truly necessary for business performance… or is it simply the way I prefer to work?
A business necessity is something that directly impacts customers, safety, quality, funding, or results.
A preference, on the other hand, is often just a comfort zone.

For example:
Responding quickly to a client may be a business necessity.
Preferring email over WhatsApp — or vice versa — is usually a preference.
Many workplace tensions escalate because preferences are treated as non-negotiable necessities.
This is where Human Logic™ adds another important layer: Social Versatility.
Social Versatility is not about changing who you are. It is the ability to recognize differences, adapt consciously, and interact effectively across situations and personalities.
And in practice, this is exactly what generational collaboration requires.
Not abandoning standards.
Not avoiding difficult conversations.
But developing the flexibility to distinguish what truly matters from what is simply familiar.
The method presented in Sticking Points is refreshingly practical. Shaw proposes five steps for dealing with generational conflict:

1. Acknowledge
2. Appreciate
3. Flex
4. Leverage
5. Resolve

The “Flex” step is especially powerful because it challenges people to examine whether they are defending results — or merely defending habits.
This mindset aligns strongly with Human Logic™’s focus on self-awareness, adaptability, and conscious behavioral choices.
Because ultimately, effective collaboration is rarely about finding people exactly like us.
It is about learning how to work with people who are different from us.
And sometimes, the conflict is not personal at all.

It is simply generational.