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Rediscovering Relational Wisdom For The Global Executive

The bigger picture. Conventional wisdom has it that specialisation is good. But for someone trying to navigate an increasingly competitive economy, what is (increasingly) needed is not just specialised know-how, but its opposite: an integrated world view. [Economist.com, Global Executive]

The knowledge type presented in this article is a special type of relational wisdom, the understanding of knowledge as part of an overall system. As an executive you should have specialized knowledge in one or two areas, plus an understanding of how those areas influence the larger system to which you are involved.

This type of understanding isn't new, it isn't a technique. Relational wisdom is like the knowledge you have about your favorite hobby -- it's known how to play baseball, names of top players, and the tools involved. You might be an expert in one area, while holding an understanding of the other areas.

A key to using this intelligence is to know when you are an expert and when you need others to be experts. In strategic relations this type of intelligence lets you be an expert in customer relationships while strong in employee and strategic partner relationships. You accomplish this by strengthening your abilities in common contributing factors to the desired result in these seemingly diverse areas.

In perspective, relational wisdom is the reading, writing, and arithmetic of basic education -- common tools applied to larger problems to solve them in the context of a desired solution.

Strengths of relational wisdom:

• You use your understanding of a specific area to see the bigger picture,
• Resources are identified by their relationship with desired solutions,
• You understand how your abilities contribute to common goals,
• Problems are addressed in a sequential manner with most desirable resources,

Drawbacks to relational wisdom:

• Over reliance on personal strengths and whole system assumptions,
• Confusing understanding with the actual ability to do something or having expertise in an area,
• Too general understanding of a large number of areas without focus,
• Not grouping areas of understanding under larger personal or business objectives,

More often than not, specialists are dysfunctional in other areas that limit their productivity. Today's economy needs useful individuals who can adapt to change. Like our prehistoric ancestors we need the flexibility to change with our environment, the rigidity of the industry age doesn't apply.

Justin Hitt helps business owners and executives connect with qualified buyers world wide, who want to buy the solutions you offer now. To reach Justin, visit https://www.justinhitt.com/

By Justin Hitt at July 13, 2003 3:59 PM  Subscribe in a reader