How easy is it to get workers in their 50s to cooperate with employees in their 20s?

Do people perceive each other’s value, to some degree, in terms of their age rather than their contribution, commitment, and potential?

Have we ever wondered if those types of behaviors can affect physical and mental health and can impact their welfare and even shorten people’s lives?

In the following article, published by Harvard Business Review, one manager shares her experience of working in an ageist culture and learning to overcome bias against age.

Read the full article here.