Building an Organization
the production of a later period. The successful specialist must first have the foundation of an all-round training. Broadly speaking, one applies everything of something only by learning something of everything. We all believe in specialization. Where we differ is as to the point where specialization stops and overspecialization begins. We all believe in religion. Where we differ is as to which is the main line and which the runaway track, as to which derail deserves a distant banjo signal and which an upper quadrant. Orthodoxy is usually my doxy. The great fear is always that the other fellow, being less orthodox than we, will try to put over some constructive mileage on us. Sometimes this causes us to make his run so long and his train so heavy that he ties up under the sixteen-hour law and we miss supper hour going out to tow him in. An empty stomach discourages drowsiness, and we may then stay awake long enough to realize that said other fellow was just as orthodox as anybody about trying to make a good run.
The corollary of specialization is centralization. The undesirable corollary of overspecialization is overcentralization. Get out your detour map, approach this proposition by any