🚀 go-pugleaf

In article <1992Dec22.152507.12868@cbfsb.cb.att.com>, rizzo@cbnewsf.cb.att.com (anthony.r.rizzo) writes:
|> >>If we engineers must expect to have many jobs rather than a few,
|> >>then perhaps we should pursue education in breadth rather than in depth.

Note: Breadth and depth clash when you have a limited time, but there are
deep analogies that can be carried broadly.

We can go deeper and broader faster when we have access to lots of well-written
and completely written deep material.


|> 
|> >We need more company managers (like Ed Moore's HP bosses) who recognize that
|> >a well-trained and CROSS-TRAINED staff is far more useful than a whole room
|> >full of specialists.
|> 
|> The recent trend to decentralize organizations has led to an
|> unwillingness to support technical specialists.  The problem is
|> that when managers are forced to look no further than their own
|> relatively small bottom lines, they become reluctant to keep
|> specialists on staff.

My opinion is that management and staff are not working hard enough to find
work. Specialists should show what their special knowledge can do, and
managers should find work that requires specialists.

-- 

Henry Choy
choy@cs.usask.ca

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