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Voter Outreach

Voter Outreach

Concepts, strategies and objectives to move voters to action

Written by Peter Grear Educate, Organize and Mobilize: Each week over the past several months I’ve written about various aspects of voter suppression with the purpose of explaining its concepts,…

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Keatts A Keeper For New-Look Seahawks

Keatts A Keeper For New-Look Seahawks

New Head Men’s Basketball Coach was all smiles

New Head Men’s Basketball Coach was all smiles at Trask Coliseum. WILMINGTON, NC – Boldly proclaiming, “I’m a winner,” and promising “an exciting brand of basketball” newly-christened UNCW head men’s basketball coach Kevin Keatts said Tuesday that a new day in Seahawk basketball has arrived.

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Lied-to Children More Likely to Cheat and Lie

Lied-to Children More Likely to Cheat and Lie

The study tested 186 children ages 3 to 7

The study tested 186 children ages 3 to 7 in a temptation-resistance paradigm. Approximately half of the children were lied to by an experimenter, who said there was “a huge bowl of candy in the next room” but quickly confessed this was just a ruse to get the child to come play a game. 

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Unconscious Mind Can Detect a Liar When Conscious Mind Fails

Unconscious Mind Can Detect a Liar When Conscious Mind Fails

The unconscious mind could catch a liar

“We set out to test whether the unconscious mind could catch a liar – even when the conscious mind failed,” says ten Brinke. Along with Berkeley-Haas Assistant Professor Dana R. Carney, lead author ten Brinke and Dayna Stimson (BS 2013, Psychology), hypothesized that these seemingly paradoxical findings may be accounted for by unconscious mental processes.

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Alliance of North Carolina Black Elected Officials: Educate, Organize, and Mobilize

Alliance of North Carolina Black Elected Officials: Educate, Organize, and Mobilize

North Carolina Alliance of Black Elected Officials

Written by Peter Grear, Esq.  Since August 2013 I've continued to ask myself "what would an effective campaign to defeat voter suppression look like?” Well, on Friday, February 14, 2014, Valentine's Day, I got my answer from Richard Hooker, President of the…

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Download Greater Diversity News Digital PDF Edition for FREE

Download Greater Diversity News Digital PDF Edition for FREE

FREE Full PDF Edition includes stories not featured on the website

The FREE Full PDF Edition includes stories not featured on the website. No paper, no hasel, read on your laptop or mobile devices. 

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How to Manage Generational Clash in the Workplace

Written by Saint Joseph's University on 26 February 2010.

You’re on vacation in the Bahamas and your colleague e-mails you a question about the report she is scheduled to present to the board later that day. With your Blackberry close at hand, you quickly answer her message and get back to your hot rock massage.

Monday morning, you return to the office sun-kissed and ready for a 10 a.m. meeting. During the meeting, your boss volunteers your time to stay late every night that week to prepare an important proposal. When you protest, your boss, a veteran at the company, questions your work ethic.

Research has identified four distinct generations of employees in the workplace. Each generation brings their own set of attitudes and behaviors; managing expectations is a challenge for employers. However, if employers ignore differences between generations, there can be an adverse impact on staff motivation, engagement and retention according to management expert Claire Simmers, Ph.D.

Simmers, chair and professor of management at Saint Joseph’s University in Philadelphia, recently participated in a panel sponsored by the Greater Philadelphia Chamber of Commerce where she offered advice on how to bridge generational gaps in the workplace.

1. Focus on outcomes.
-Keep in mind there are polymorphic ways to achieve outcomes. While wearing flip-flops in 30-degree weather isn’t exactly your cup of tea, the behavior is not linked to poor performance.

2. Embrace differences.
-Be tolerant of differences while looking for common ground.

3. Work together.
-Multigenerational viewpoints enrich the workplace, so organizations should use this as a strength.

4. Be flexible.
-The employment contract of the 21st century is different from when Baby Boomers first entered the workforce. The relationship is more fluid for both employer and employee — younger employees may be more mobile and appear less loyal, but the same is true of most organizations.

5. Respect each other.
-While there is a collectivity of “generations,” it’s important not to make assumptions of individuals based on age. Not every boomer is ignorant of technology and not every Generation Y’er is lazy and uncommitted.