????這些事例體現(xiàn)了專業(yè)化的一大缺陷,。我并不是說專業(yè)化本身有問題。在許多工作和領(lǐng)域中（外科,、科學研究等）,，專業(yè)化是成功的關(guān)鍵。但在應(yīng)對不確定性和預測可能出現(xiàn)的情況方面,，我更愿意讓多面手來負責——這類人的經(jīng)驗多種多樣,，足以緩解上文中提到的“自認為手拿錘子”所引發(fā)的問題。

????對企業(yè)中各個層次的管理者來說,，以上事例的一個明確含義就是要尊重和珍視那些看似不相關(guān)的經(jīng)驗,。不要把應(yīng)聘財務(wù)職位的營銷事務(wù)管理人員拒之門外,，也不要認為零售公司負責人不能經(jīng)營建筑公司。培養(yǎng)未來負責人時,，現(xiàn)任領(lǐng)導應(yīng)當鼓勵他們擁有多種多樣的經(jīng)驗,，而不是局限于某個專業(yè)領(lǐng)域。

????本文作者維克拉姆?曼沙拉馬尼博士在耶魯大學（Yale University）教授倫理,、政治和經(jīng)濟課,，他是哈佛大學肯尼迪政府學院（Harvard Kennedy School）穆薩瓦-拉赫瑪尼（Mossavar-Rahmani）商業(yè)與政府中心高級研究員，著有《盛衰學：在金融泡沫破裂前發(fā)現(xiàn)它們》（Boombustology: Spotting Financial Bubbles Before They Burst）一書,。（財富中文網(wǎng)）

????譯者：Charlie

????These stories illustrate a major downside of specialization. I don’t mean to suggest that specialization unto itself is bad; in many functions and domains (surgery, scientific research, etc …), it is essential to success. But when it comes to navigating uncertainty and contemplating probabilistic scenarios, I’d rather have a generalist in charge—someone who has a breadth of experience diverse enough to mitigate the problematic hammer-carrying default setting.

????One obvious implication for managers at all levels of an organization is to respect and value seemingly unrelated experiences. Don’t dismiss the marketing executive applying for a finance position or the retail leader who thinks she can run a construction firm. And in grooming future leaders, current leaders should encourage a diversity of experience rather than narrow specialization.

????Vikram Mansharamani, PhD, is a lecturer at Yale University in the Program on Ethics, Politics, & Economics, a Senior Fellow at the Mossavar-Rahmani Center for Business & Government at the Harvard Kennedy School, and the author of Boombustology: Spotting Financial Bubbles Before They Burst.