Understanding the Digital Gap

By Michael Shoemaker, M.A., CRC, CPM
2009 President, Utah Society of Certified Public Managers®
mtshoemaker@utah.gov

Newsweek recently reviewed research by UCLA neuroscientist Gary Small which starts to explain how technology may be changing the human brain. He found that “digital natives”- those who are heavy users of technology and have always known a world with email and text messaging possess greater working memory, perceptual learning and motor skills, but have more difficulty with fundamental social skills. However, he also found that “digital immigrants” those who witnessed the advent of modern technology after their brains had adapted in early adulthood are better than digital natives at reading facial expressions, are more methodical in their approach to problems, and are more precise in their execution of tasks. The difference in brain circuitry and addressing tasks has led to what Small calls a “digital gap” between these generations.

What are the potential implications of these differences in the world of work? While digital natives are coming into the workplace with some exceptional skills, the skills that many employers still indicate  are necessary for success include communications skills, group interaction skills and interpersonal influence skills. How can we as leaders in management assist those we supervise to gain skills that largely continue to be valued in the workplace so they can meet their goals for career development and/or promotion?

Although the following is not a comprehensive list for bridging the digital gap and improving communication skills of digital natives, these are some steps that can be readily taken and hopefully will lead to continuous improvement.

1. Model giving sincere compliments. We may not choose with whom we do business, but if we do, often small positive social cues can make a difference. When there is an option to work with somebody who is socially conscious and courteous, it is clear that most of us would prefer to work with this person than somebody who is constantly angry, rude, abusive or overbearing. This is not only related to how unpleasant it is to work with somebody like this, but also related to how these behaviors lead to unpredictability which can lead to poor job effectiveness.
   
   Referring to compliments, Mark Twain once said, “I can live for two months on a good compliment.” What are the components of a good compliment? First, the compliment needs be direct and easily understood. If it is indirect or too complicated, then the force and power of the complement is lost. Second, the compliment is better if it is specific and related to the work somebody has accomplished and shows the person giving the compliment has some knowledge of what was done. How many of us remember a time when somebody said, “good job” when the person had no specific knowledge about what you did? Third, the compliment should not be intended to flatter, but instead to communicate the real value of what the person has done. A compliment intended for maneuvering for power may work in the short run, but the risk is that in the long term the person will be interpreted as only giving compliments for social gain and loses their ability to be interpreted as somebody who extends sincere compliments.
   
   
2. Have conversations that encourage reflection. Marc Prensky, author of Digital Game Learning, indentifies this as one area that has been lost as digital natives process their digital environment. “Reflection is what enables us, according to many theorists, to generalize, as we create mental models from our experience. It is, in many ways, the process of learning from experience. In our twitch-speed world, there is less and less time and opportunity for reflection, and this development concerns many people. One of the most interesting challenges and opportunities in teaching digital natives is to figure out and invent ways to include reflection and critical thinking in the learning.”  Sometimes it is beneficial to take a step back and ask questions of those we supervise. By doing so, we encourage others to make decisions based on judgment of the past as well as the present.
   • What have been your greatest recent accomplishments? What did you learn from this?
   • What are your greatest challenges? What is the next step that you think you will take to meet this challenge?
   • What have you learned recently that has helped you to do your job better and that you never want to forget?
   • Is there an area in your responsibilities right now where you get stuck? If so, what have you tried or planned to try to work on this? How can I help or support you in this effort?
   • Do you feel like there is a good balance between what you are asked to do at work and other aspects of your life? If not, what feels out of balance and is there any way as your supervisor I may be more supportive as you work on bringing these things into balance?
   • We all fail occasionally at what we do, but it can still be an excellent teacher. What have you learned from a recent failure?
     
     
3. If you and the person you supervise generally work in the same office, take a moment to talk to them for at least a small amount of time each day. Through experience I have noticed this allows those I supervise to ask questions in a more relaxed setting than a formal meeting. It also gives me the opportunities when asked questions to communicate information, debunk myths, clear up misperceptions and express appreciation. Another more implicit message is you are open to discuss things as they come up and you care enough about that employee and the professional working relationship that you have established to have daily contact. Finally, it gives a small amount of time for small talk. Those who have worked with the same colleagues for years understand small talk can play a big part in smoothing difficult times in professional relationships and rebuilding relationships after there has been a falling out.

We, as supervisors and leaders, can do much to help digital natives find their fit in government positions by being open to listening to their new ideas and by paving the way organizationally for them to see some of their ideas come to fruition within our agencies.

Please email your thoughts about the digital gap and how to supervise those in this new age.

© Copyright 2009, American Association of Certified Public Managers®