This post argues that generational conflict over work is not a clash of values but a rational response to a labour market that has structurally withdrawn the guarantees on which long-term loyalty was once built. Both the material conditions and the experiential texture of work have changed in ways that produce genuinely different, but equally coherent, expectations from older and younger cohorts. Rather than treating this as a problem to be managed, this article calls on organisations to examine both sides of the employment bargain.