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感的表现，但其实这是他们出于对繁忙的工作的抗议和浪费时间的不满。
16、Gen Xers will thrive in learning organizations where they can embrace creative challenges and acquire new skills. Smaller companies and work units will be valued for the opportunities they provide for Gen X employees to apply their diverse array of skills and, thereby, prove their individual merit.
X一代人在仍处于学习阶段的公司中会发展很快，他们可以接受有创造性的挑战并且获得新的技能。小型公司和单位会格外的受到青睐，因为它们能够给X一代员工提供施展各种技能从而证明自己个体价值的机会。
17、Managers who enact their roles as teachers and facilitators rather than ―bosses‖ will get the most from their Gen X employees. Training is valued by this group but should be immediately relevant: the best training seems to be self-directed or tied to self-improvement, personal development, and skills-building.
如果经理们扮演的不是老板，而是老师或辅助者的角色，他们则可以从X一代的员工身上获得最大的利益。X一代人重视培训，但是培训对他们来说应该是直接相关的。最好的培训似乎是自我指导型的，或者是和自我提高、个人发展和技能培养有关
系的。
18、Some baby-boom managers hope that the differences between themselves and their Gen X employees will fade away as less-conforming behaviors are abandoned with age and experience. But what if the wished-for assimilation into corporate culture —as presently defined by baby-boomers—doesn‘t occur? Or, what if, more likely, the assimilation is less than complete? What vestiges of Gen X‘s culture will be maintained? What will be absorbed, what will fade away?
一些婴儿潮期出生的经理们希望看到随着年龄和经验的增长，X一代人会减少叛逆行为，他们之间的分歧也将会逐步缩小，但是如果他们所希望的这种融入公司文化的方式（按照婴儿潮时期出生的人现在所定义的）没有发生，那该怎么办呢？或者，更可能的是，这种同化不完全彻底又怎么办？X一代的文化会有哪些被保留？哪些会被吸收？又有哪些会渐渐衰退？
19、As a group, Gen X was not predicted to become ―the establishment,‖ yet the establishment will claim them nevertheless. Having
rebelled
against
standa