Peter F. Drucker’s The Effective Executive is a goldmine of valuable management advice. Perhaps the meta-narrative of the book is an ethos for executives – to focus on those areas where they can provide the greatest amount of help to the organization. Here he talks about how to connect one’s own specialties to the larger organization:
The only meaningful definition of a “generalist” is a specialist who can relate his own small area to the universe of knowledge. Maybe a few people have knowledge in more than a few small areas. But that does not make them generalists; it makes them specialists in several areas. And one can be just as bigoted in three areas as in one. The man, however, who takes responsibility for his contribution will relate his narrow area to a genuine whole. He may never himself be able to integrate a number of knowledge areas into one. But he soon realizes that he has to learn enough of the needs, the directions, the limitations, and the perceptions of others to enable them to use his own work. Even if this does not make him appreciate the richness and the excitement of diversity, it will give him immunity against the arrogance of the learned—that degenerative disease which destroys knowledge and deprives it of beauty and effectiveness.