Bridging the Generation Gap

Image: Atosan / shutterstock

Business aviation exists in a unique environment, with small, close crews, many of whom work together for long periods of time. This can make for great friendships but also amplify generational conflicts.

Communication styles, work ethics, leadership expectations, and attitudes toward technology pose real challenges in the working cockpit, given the presence of Baby Boomers (generally considered those born between 1946 and 1964), Generation Xers (1965–1980), Millennials (1981–1996), and members of Generation Z (1997–2012). Knowledge of their generational differences, in addition to crew resource management (CRM) strategies, can mitigate the risk of conflict, aid teamwork, and ensure safe operations.

Different social, economic, and technological environments of each generation of pilots have had different effects on attitudes toward work and professional interactions. Generally, Baby Boomers, whose many years of experience are often a source of discipline and hierarchical structuring, may be among those who crave the structured decision-making process. They tend to communicate using traditional methods and prefer to discuss issues or give orders directly rather than use other means.¹ For Generation X pilots, who began their careers during times of change, both in the economy and in technology, being independent yet a team player is the norm, and they think pragmatically. Millennials, typically comfortable in the digital world, tend to be collaborative and open to feedback²; therefore, fitting them into specific hierarchical structures might be more challenging. Generation Z includes the newest entrants into the profession and the most technologically adept; generally, they want seamless digital integration processes.

Communications Gap

The generation gap is enormous when it comes to communication styles. Baby Boomers and some Generation X professionals may like senior pilots to be direct and authoritative, giving clear, structured instructions while Generation Z and Millennial pilots utilize tools in the digital field to help them communicate more efficiently.³ Such generational divergence can lead to friction in the cockpit.

Team dynamics also involve differences in work ethic. Generally, older generations stick to old ways of discipline in aviation, focusing on experience and seniority, while younger pilots place more emphasis on work-life balance and efficiency.

The most striking contrast, however, is their different approaches to technology. The flight deck experience favors those Baby Boomers and Generation X pilots who have adapted most easily to a digital flight deck. Pilots who are Millennials and members of Gen Z, born in the age of automation, are more confident with technology and more accepting of its use in aircraft operations. However, their differences can give rise to a conflict between automation reliance and skills with manual proficiency.

The Shift in Leadership Styles

The generational change that the aviation industry has had to make has been the change from hierarchical leadership, with a traditional chain of command and the captain as the absolute authority in the cockpit, to a more collaborative decision-making model.⁴ Despite some resistance by senior pilots against the relinquishing of authority control, Millennials and members of Generation Z tend to prefer this new collaborative model, with teamwork and inclusivity and a culture that enables all crewmembers’ input into decision-making.

Moreover, supporters say that a collaborative environment can help to enhance safety and operational efficiency through a plurality of viewpoints.⁵ As a result, a CRM management strategy should consider traditional and modern leadership styles to assist in smooth generational integration in business aviation.

Potential Friction

Business aviation often pairs pilots of different generations, and those pairs often work together many times over many years, despite the generational tensions and conflicts. Their interactions can result in strong relationships that sometimes result from differences in work styles.⁶

In this situation, experienced senior pilots may perceive young pilots as inexperienced, without discipline, taking different approaches to doing things, and not being committed enough. In turn, younger pilots might be frustrated and misunderstand their older colleagues as outdated and not willing to accept new technologies.⁷ Such perceptions of each other constitute a dangerous breeding ground for conflict that may threaten team and flight safety.

This is a form of generational conflict, and case studies show how generational conflict shows up in the form of communication breakdown and other disagreements. For instance, the senior pilot may not be willing to adopt new trends and technology, whereas the young one feels that his or her input is not considered important.⁸ These conflicts highlight the need for teamwork and show that closing the generational gap should be addressed with an effective CRM strategy.

CRM is a good way to decrease generational conflict by providing communication channels, team-building, and decision-making. In CRM strategy, generational gaps are bridged, and ideas are shared about joint responsibilities, mutual respect, and employing best practices in flight operations.⁹ One of the key parts of CRM is communication training, which teaches pilots to listen actively and speak correctly to others to offer precise and constructive dialogue. Different generations of pilots demonstrate distinct preferences between verbal directions and using digital tools and group talks in their communication methods. Training in CRM should improve communication and flexibility in cockpits through its emphasis on structured communication methods and adaptability.

Decision-making models and conflict resolution frameworks further enhance cockpit synergy, objectifying thinking, promoting diversity of opinion, and making wise decisions.¹⁰ The models provide structured avenues for resolving the conflicts that arise from generational variances in leadership style, work ethic, and computer usage.¹¹ When these frameworks are added into CRM training for business aviation, there will be a more cohesive flight crew environment within the sector.

Also, adaptation, emotional intelligence, and teamwork can be included in continuous recurrent simulator training and in real-world operations. Since it enables pilots across generations to develop the interpersonal skills essential to perform effectively in a team, such practice ensures that pilots from all generations learn how to work together.¹² Business aviation operators can embed CRM principles into daily flight operations through a plan for a collaborative flight environment that improves overall safety and efficiency.

Influence of Technology and Automation

Aviation has been transformed by technology and automation, which have altered the dynamics between pilots of different generations. Millennial and Generation Z pilots have lived in the digital age and are more comfortable with automation and the latest in avionics.¹³ They voluntarily adopt new technologies such as the glass cockpit, digital flight management system, automated decision support tools, composite rotor blades, composite airfoils, fly-away fuel systems, and many others. On the other hand, senior pilots, more often than not Baby Boomers and older Generation X aviators, tend to assign more weight to manual flying skills and older navigation techniques, and, some — especially those who have flown the same aircraft model for decades, with the same onboard systems and in the same operational style — have taken umbrage with automation.

The business aviation industry has operational challenges that can come from these varying perspectives. Older pilots believe younger pilots may be allowing the degradation of their manual flying techniques because of their reliance on automation.¹⁴ In contrast, senior pilots may take longer than expected to embrace technologically advanced concepts, resulting tension and inefficiencies in the cockpit, especially when younger pilots see their senior colleagues as resistant to new technologies.¹⁵ The gap between the two highlights the necessity for learning with both automation proficiency and manual flying skills.

This gap must be bridged so training programs can use a dual-focused approach. Manual flying skills should be trained in a way that ensures that pilots remain proficient in flying without automation. Training sessions should teach students about both positive and negative automation aspects.¹⁶ Scenario-based training methods deliver critical support to this approach, which requires pilots to use both manual flight skills and automation for handling real-world flight scenarios. Training allows different generations of pilots to build understanding with each other through this method.

Best Practices

Several strategies can help reduce friction between the generations, including the following:

• Mentorship programs: Senior pilots transfer their knowledge to younger pilots, and at the same time, younger pilots can bring emerging technologies to the attention of the senior.¹⁷ Mentorship programs bridge the experience gap and keep up good practices and technological readiness within flight crews.
• Standard operating procedures (SOPs): Compliance with SOPs can help eliminate the generation bias in decision-making.¹⁸ A structured way to operate makes for clear and more consistent procedures that prevent miscommunications.
• Human Factors Training: Training in human factors examines psychological and interpersonal aspects of cockpit interaction and can support teamwork and reduce friction.¹⁹ This training encourages mutual understanding of pilots of different generations, positions, communication styles, and degrees of inclusion of technology and enhances their ability to work together.

Generational conflict in business aviation is not just social but also influences safety, efficiency, and operational harmony. Resolving these conflicts with proactive conflict management can go a long way toward establishing a collaborative, cross-generational work environment that supports flight safety and crew satisfaction.

 Raul Bonadia Rodrigues is an airline transport pilot licensed in Brazil and the United States. He holds a bachelor’s degree in aeronautical science and a postgraduate specialization in aviation safety and continuing airworthiness. He is a Six Sigma Green Belt certified by the International Association for Six Sigma Certification and a member evaluator on the technical committees for risk management and quality management at the Brazilian National Standards Organization, representing Brazil in International Organization for Standardization activities.

Notes

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