Rethinking the Perennial Problem of Generalists vs Specialist

Applications in a 5th Generation Headquarters

Dr Alex Kalloniatis & Dr Wesley McTernan (presenter)

Joint Operations & Analysis Division - Joint Warfare Operations

Defence Science & Technology Group

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INTRODUCTION

What is the Generalist v Specialist Dilemma?

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ADMINISTRATION THEORY

The dilemma in government, health and education sectors

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IN MILITARY HQ

Parallels are drawn between the dilemma in the civilian world and among staff officers

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BEYOND THE BINARY MODEL

T-generalists, Jack-of-all-trades, Multihyphenates, Polymaths and Interlocutors.

TECHNOLOGY

What technologies are enablers for these profiles?

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CONCLUSION

A summary of key points and considerations for future research. 

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Introduction

Generalists

• ≈ administrators
• All-rounders and cross-cutters (Jann & Wegrich, 2019; Rathore & Fadia 2008)
• In a position to make a decision with “greater ignorance” than the specialist, but are more attuned to how that decision affects and is affected by other domains�

Specialists

• ≈ professionals
• Subordinate to generalists
• On tap, not on top (Waldo, 1948)

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Administration Theory: Within Classical Forms

Administration Theory: Beyond Classical Forms

Beyond classical forms

• Golembiewski (1965)
• Galbraith (1971) & matrix organisations

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Generalists and Specialists in the Military

• Generalists “rise to the top” and become Generals
• Decision-makers use cognitive shortcuts (Knighton, 2004) that may be mitigated by Specialist consultation
• Posting cycle facilitates generalist development
• Specialists remain domain specific e.g. health, engineering, logistics, aircrew

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The Dilemma in Military HQ

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Beyond classical forms

• Network Centric Warfare
• Team of Teams

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Within 5^th Gen HQ Concepts

• Centre of Expertise (CoEs): Specialists
• Theatre Orchestration and IoTs: Generalists and Specialists

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The Dilemma in Military HQ

MECE

Non-MECE

ADO 5^th Gen HQ Design

For more information, see presentation 38 (Thursday Oct 21st).

Generalist-Specialist Spectrum

Generalist-Specialist Spectrum

Generalist-Specialist Spectrum

Jack-of-all-trades

• Shallow knowledge across a range of domains
• Enhance performance in lateral innovation (at the edge of a domain), but not vertical (for example, Melero & Palomeras, 2015)

Generalist-Specialist Spectrum

Polymath

• Deep specialisation in multiple domains
• Finds synergy between domains
• Considerable burden in training and development (Cotellessa, 2018)

Generalist-Specialist Spectrum

T-Generalist

• Specialists that transition to generalists
• Experience better career progression (Datta & Iskandar-Datta, 2015 ; Ferreira & Sah, 2012)
• Trade off – deep specialisation for generalist knowledge
• Facilitates high level connectivity

Generalist-Specialist Spectrum

Interlocutor

• Specialists that side-step into one or more adjacent domains
• Provide a communication role between domains
• Communication is key to mitigate conflict (Liu et al., 2020), and foster innovation (Salazar & Lant, 2018)

The Role of Technology

How can technology support skill depth and breadth in a 5^th Gen HQ?

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Oversight and

knowledge supplementation

Reduction of auxiliary

and low-skill tasks tasks

Staff knowledge

and access

Conclusions

Summary

• 5th Generation design allows for a broad spectrum of non-binary skill profiles
• Enabling technologies can support future HQ teams comprised of diverse non-specialists
• Communities of Practice can facilitate the development of staff skill brevity and depth

Future Research

• Mapping the Generalist-Spectrum to military roles

Contact�wesley.mcternan@dst.defence.gov.au

alex.kalloniatis@dst.defence.gov.au

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