Hrishikesh Verma

Around 2700 years ago, the Greek poet Archilochus wrote: “the fox knows many things; the hedgehog one big thing.” In the 1950s, philosopher Isaiah Berlin used that sentence as the basis of his essay “The Hedgehog and the Fox.” In it, Berlin divides great thinkers into two categories: hedgehogs, who have one perspective on the world, and foxes, who have many different viewpoints. Although Berlin later claimed the essay was not intended to be serious, it has become a foundational part of thinking about the distinction between specialists and generalists.

A generalist is a person who is a competent jack of all trades, with lots of divergent useful skills and capabilities. Specialist, on the other hand, is someone with distinct knowledge and skills related to a single area. The generalist and the specialist are on the same continuum; there are degrees of specialization in a subject. There’s a difference between someone who specializes in teaching history and someone who specializes in teaching the history of the American Civil war, for example. Likewise, there is a spectrum for how generalized or specialized a certain skill is. Some skills — like the ability to focus, to read critically, or to make rational decisions — are of universal value. Others are a little more specialized but can be used in many different careers. Examples of these skills would be design, project management, and fluency in a foreign language.

Generalists have the advantage of interdisciplinary knowledge, which fosters creativity and a firmer understanding of how the world works. They have a better overall perspective and can generally perform second-order thinking in a wider range of situations than the specialist can. Generalists often possess transferable skills, allowing them to be flexible with their career choices and adapt to a changing world. Managers and leaders are often generalists because they need a comprehensive perspective of their entire organization. And an increasing number of companies are choosing to have a core group of generalists on staff, and hire freelance specialists only when necessary. The métiers at the lowest risk of automation in the future tend to be those which require a diverse, nuanced skill set.

When their particular skills are in demand, specialists experience substantial upsides. The scarcity of their expertise means higher salaries, less competition, and more leverage. The downside is that specialists are vulnerable to change. Many specialist jobs are disappearing as technology changes. Stockbrokers, for example, face the possibility of replacement by AI in coming years. That doesn’t mean no one will hold those jobs, but demand will decrease. Many people will need to learn new work skills, and starting over in a new field will put them back decades. That’s a serious knock, both psychologically and financially.

What’s the safest option, the middle ground? By many accounts, it’s being a specialist in one area, while retaining a few general iterative skills-a generalizing specialist. Many great thinkers are (or were) generalizing specialists. Shakespeare, Da Vinci, Kepler, and Boyd excelled by branching out from their core competencies. These men knew how to learn fast, picking up the key ideas and then returning to their specialties. Unlike their forgotten peers, they didn’t continue studying one area past the point of diminishing returns; they got back to work — and the results were extraordinary.

Directions for Questions: 
Healthy Bites is a fast food joint serving three items; burgers, fries and ice cream. It has two employees Anish and Bani who prepare the items ordered by the clients. Preparation time is 10 minutes for a burger and 2 minutes for an order of ice cream. An employee can prepare only one of these items at a time. The fries are prepared in an automatic fryer which can prepare up to 3 portions of fries at a time, and takes 5 minutes irrespective of the number of portions. The fryer does not need an employee to constantly attend to it, and we can ignore the time taken by an employee to start and stop the fryer; thus, an employee can be engaged in preparing other items while the frying is on. However fries cannot be prepared in anticipation of future orders.
Healthy Bites wishes to serve the orders as early as possible. The individual items in any order are served as and when ready; however, the order is considered to be completely served only when all the items of that order are served.
The table below gives the orders of three clients and the times at which they placed their orders:

(2017)