Generalist, Specialist Or Hyper-Specialization? As I was framing my essay “Specialization: Plus or Minus?” my wife pointed out that the issue I was focusing on was premised that there was a difference between generalists, specialists and hyper-specialists. Further that given that there was a difference that was significant enough noticed (and we both agreed there was) that people preferred specialists and hyper-specialists to generalists. Based on the observed preference for specialists my essay was swimming against the stream. Ok . . .it would not be the first time.
Let us start with the statement that I suggest that there is a distinction between generalists, specialists and hyper-specialists. The distinction is not purely cut and dry and lies on a continuum. Generalists can provide a big picture solution but can be less efficient; specialists typically are more effective at diagnosing problems in their sweet spot and provide focus which reduces vacillation (with attendant uncertainty). Hyper-specialization generates a lot of focus but can deliver silo’ed solutions. It is easy to recognize that each level of focus has it plusses and minuses with considering organization change. Process change leaders have the task to determining the correct mixture to successfully change the organization. A correct mixture is possible because none of problems described above (and in the essay when it is completed) are insurmountable unless organizationally/culturally enforced. Focus matters as does balance regardless of preference.
