Violence prevention work is inherently intergenerational, because we are trying to transform the conditions of the past and present generation that contribute to violence so that current and future generations can live free from the trauma of violence and oppression. So what does this inherent generational dynamic mean to the individuals and organizations working to end violence in California? How can we nurture a vibrant, sustainable, intergenerational movement that is capable of ending our collective “generational transmission of violence”?

With the belief that intergenerational leadership is essential to the multi-generational task of ending domestic violence, the California Partnership to End Domestic Violence’s Prevention Program has explored the dynamics, challenges and opportunities of intergenerational leadership. We began by acknowledging that prevention work in California is conducted by different generations of leaders who have different experiences with violence, and who may have different approaches to the work. Drawing from the book Working Across Generations, we have engaged prevention leaders whose ages range from their late teens through their late 50’s in dialogues about intergenerational leadership.

Generational dynamics and challenges

While the authors of Working Across Generations recognize that generations have subgroups and that there are many different experiences, beliefs and actions within each generation, they assert that there are broadly speaking, four generations currently in the workplace: Veterans of change (born 1925-1945); Baby boomers (born 1946-1964); Generation X (born 1965-1979) and Millennials (born 1980 – 2000). Each generation tends to approach leadership a bit differently. For example, Veterans of change are noted for their top-down style of management. Baby boomers are noted for their belief in hierarchy along with efforts to be more inclusive. However, Ruth Slaughter (who is a Baby boomer) explains that the US battered women’s movement that emerged from the feminist movement emphasized consensus building over hierarchy. Gen X’ers are noted for their enjoyment of working with their peers, chafing at being told what to do, and emphasis on results. 

Differences in how generations approach leadership are based on each cohort’s experiences as well as their stage of life. As we age and face different developmental tasks, our view of ourselves and the world changes, along with our approaches to our work. Generational differences show up in our analysis of domestic violence and its solutions. According to Sarah Ou, Prevention Coordinator at the Women’s Shelter Program of San Luis Obispo (who is a Millennial): “There are tensions in analysis of the issues and approaches to the work that have been described as differences between ‘first,’ ‘second’ and ‘third wave’ feminism. Each ‘wave’ often struggles to value the contributions of the others.” 

Generational challenges are not at all unique to anti-violence work. According to Working Across Generations, across social movements, when Veterans of change and Baby boomers feel apprehensive that their work and lifetime contributions are being set aside, they may find it difficult to support newer leaders and the changes they seek. Older leaders may want younger leaders to acknowledge their work and relevance and recognize their legacy. Gen Xers and Millennials may enjoy learning from Veterans of Change and Baby boomers, and also feel that they have views and experiences that are uniquely relevant to the tasks of preventing violence in the world today. They may want to ensure they can contribute their ideas and vision as well as their skills. 

The opportunity of intergenerational leadership 

Given these intergenerational challenges, how can we nurture a vibrant and sustainable movement that recognizes the different contributions of each generation? According to Working Across Generations, we can start with listening to what each generation has to say about what has shaped them and what is meaningful to them. When we operate from a vision of intergenerational leadership and take the time to learn about each generation’s experiences, needs, interests and contributions, we can figure out how to get along, support one another, and draw on our unique strengths and contributions. 

Youth and young adults play particularly vital roles in intergenerational prevention work. According to Maya Drexler, an intern at Youth Radio (who is a Millennial), youth need to have a say in shaping and delivering prevention programming because, “…there’s certain stuff adults can’t understand because they’re not living it. It’s important for young people to have a place for their issues and concerns to be addressed the way they’d like to see them be addressed.” Supporting youth leadership gives young people their rightful opportunity to be active participants in the creation of their own health and well-being, and invests in the strength and sustainability of our movement.

Mikel Crumble’s journey as a youth leader in TDV prevention: I started going to Peace Over Violence’s Be Strong in 2008 and my plan wasn’t to be as involved as I am today. At first I was just going for the free pizza and to get out of fourth period. I began to pay attention when the facilitators brought up examples to discuss. The more that I was in the class the more my knowledge grew. Then I started to do off campus activities, like speeches at City Hall for the Mayor of Los Angeles and at the State Capitol for Denim Day. Be Strong has helped me through so much! Peace Over Violence even helped me to get into college. I’m the first one in my family to go. It began as volunteer work, and now, to me, this is like my job. This is what I have to do.

According to Wil Broom, a member of the DELTA Committee of Contra Costa County (who is a Baby boomer), “A diverse and inclusive intergenerational movement is essential to progress. Our work is like a moving train. We have to keep it changing.” Keeping our work fresh and evolving is essential, and intergenerational leadership can help us to do so. Working Across Generations has numerous activities and recommendations about building trust and leadership between generations. Drawing on this valuable resource and other resources, the Partnership will continue to explore issues related to intergenerational leadership for violence prevention.   

We welcome your thoughts about your own prevention leadership and your vision of a vibrant and sustainable, intergenerational movement to end domestic violence in California. Please contact Lisa Fujie Parks at lisa@cpedv.org or 916-444-7163 x117. 

Thank you to: Jessica Arauza, Shiela Blandon, Valerie Brew, Wil Broome, Kathryn Burroughs, James Campos, Candice Chwierut, Tatiana Colon, Mikel Crumble, Maya Drexler, Daron Ducote, Everisto Garcia, Sina Gi, Staci Haines, Lisa Hoffman, Shenaaz Janmohamed, ramesh kathanadhi, Sarah Kershnar, Helen Kim, Mimi Kim, David Lee, Jennifer Lee, Maeven McGovern, Sarah Ou, Angelique Phillips, Demetrius Phillips, Adriana Ramirez, Tomoko Roudebush, Beth Raub, Abby Sims, Ruth Slaughter, Chad Sniffen, Larissa Tabin, Alison Tudor, Sharon Turner and Susan Woodhouse.