Generation Flux is a new distinction introduced in several recent Fast Company (FC) articles. This notion builds on terms, such as, Gen X, Gen Y, and Millennials, used broadly to describe generational characteristics. I learned about this evolving idea at the AIHA Fall Conference this past week in San Antonio.
This term, coined by FC’s editor, Robert Safian “is less a demographic designation than a psychographic one: What defines GenFlux is a mind-set that embraces instability, that tolerates – and even enjoys – recalibrating careers, business models, and assumptions.” Safian’s articles provide an overview on how numerous large traditional organizations (e.g. Nike, GE) and newer, smaller start-ups are embracing Generation Flux.
At the 
“What gets measured, gets done” is a popular saying in performance improvement circles. There is more though. Yes, true as this is, measurement—and I’ll go a step further here and say auditing—is just part of the “gets done” piece. When crafted within a context of breakthrough performance, EHS auditing and the audit function in an EHS department can be a catalyst for accelerated performance improvement and EHS integration. EHS auditing is commonly viewed as a necessary evil or burden to satisfy regulatory and legal requirements. Within this context, the results are predictable. There is little if any enthusiasm; there is a struggle; and there can be challenges with inter-rater reliability.
Organizational culture is complex, and according to many experts, not well understood. EHS professionals often think about culture in terms of safety. Yet, while safety is clearly important, the topic of culture is all-encompassing.
