Not likely. Training is abbreviated in the soft skills, there's very little recurrent training, and many Americans are brought up speaking tersely as in your examples. What training remains is mandated safety and recurrent safety related training, and a lot of CBT; some manage to wade through CBT in states of near-somnolence and minimum absorption of the material.

Otoh in the fifties, there was safety related training and the airlines put considerable effort into getting everyone to operate within a defined set of interpersonal skills and behaviors, precisely because of our diversity (by which I mean such attributes as tolerance for directness and conflict, how we treat others, etc.) More than some of that training emphasized stereotyped window dressing issues such as heels, girdles, jewelry, hair, etc.

After the Civil Rights Act of 1964, the airlines had to change their discriminatory employment practices (termination for marriage, reaching age 35, weight, "looks", etc.) and adhere to employment and retention based on "BFOQs" (bona fide occupational qualifications, e.g. over- or under-weight for previous "attractiveness" standards, can you operate emergency equipment and evacuate your aircraft within the mandated time?)

Btw, I've not seen age as a determinant in cabin crew behavior; I have seen culture, values, being burned out, stress, etc. as greater behavioral influences. And from my observations, sometimes you may find a homogeneity to some crews, because similar values and friendships lead, with sufficient seniority, to bidding to fly with certain others. Plenty of buddy bidding out there, for good or bad.

Some of the interpersonal interaction, diction, etc. also went out the door, and the airlines reduced "soft" skills training with putative results that couldn't be quantified. No return, no deposit, so to speak. Nobody I'm aware of has statistically measured if knock your socks off customer service on an airline brings or makes loyal customers.

Airline customer-facing employees have little "corporate culture" or peer pressure to conform to certain behavior and service standards, and they have no impact on their careers - so they're more likely to rely on the "common sense" of how we treat others (specifically our customers) that they learned from their families, peers, etc.

It's about management and their priorities, IMO. It's about how we can tinker with meals so we can save money and hold short of the point they're so bad people will start booking elsewhere, how many more new super light seats we can get butts into to minimize fuel-guzzling weight and maximize loads, and not at all about "this is how we treat our customers", nor "your job depends on the health of your airline so you have a genuine reason to keep customers happy and returning".

Why would we expect more with a leadership vaccuum, where employees hewing to any possible corporate culture don't value customers? I thank goodness a lot of cabin crew, etc. do have good personal values about how to deal with others, and deal with the rest like I deal with other minor issues I have little control over.

The Who with "We won't get fooled again" might have the last word about airline leadership, given we have no C. R. Smiths, Eddie Rickenbackers, Juan Trippes, Branniffs or even Herb Kellehers at the helm; we're now in the age of Smiseks, Walshes, O'Learys, Arpeys and Parkers, "Meet the new boss, same as the old boss." We won't be fooled again. And FlyerTalk helps deal with the crAAp.

Meantime, I'll value good and welcoming service when and where I can find it, and provide honest, positive feedback when it occurs. I also value the personal relationships I have with some top notch active and retired AAers.

/Rant