The Electrical Engineer at the firm tells a story about the Engineer at his school that was recruited by a major auto manufacturer as an intern straight out of college (before graduation) ... which was very prestigious and something students dreamed about. Thirty years later, he is an expert on the design of Glove Boxes and goes to "Glove Box" trade shows and conventions to keep up on the latest innovations.Like the "defrost" button on you car console.
I handle this with having broad skills but narrow familiarization. If you bounce around known space you end up working with a lot of equipment. If you get assigned to one ship you know that one class/letter drive but will have to spend time to use their full skill.The Electrical Engineer at the firm tells a story about the Engineer at his school that was recruited by a major auto manufacturer as an intern straight out of college (before graduation) ... which was very prestigious and something students dreamed about. Thirty years later, he is an expert on the design of Glove Boxes and goes to "Glove Box" trade shows and conventions to keep up on the latest innovations.
How is that for hyper-specialization?
They actually warned me about that in Architecture School. A professor cautioned that if I went to work for a large firm immediately after graduation, I would end up given a specific task and would learn nothing except that task ... I would be the person that did Restroom Specifications for all the giant skyscrapers, or I would be in charge of the stair details and making sure they met local code (and nothing else).
It occurs to me that this has Traveller applications for "house rules" ... LARGE organizations (like a Megacorporate MERCHANT or Imperial Navy), should retain characters in one position gaining high specialization in a narrow range of skills, while SMALL organizations (like a FREE TRADER or a Planetary Navy) need people to be exposed to a wider variety of activities and skills (more Jack of all Trade characters).
This is, to a great extent, a matter of corporate philosophy. An organization with many specialists needs more bodies to cover all roles completely in all situations or risks finding itself short-handed. This comes with costs in wages and logistical overhead. Salaries for corps, and all sorts of things for military: housing, supplies, salaries, etc. The other way to go is to generalize, in which case anyone in your organization can support any role. This has several benefits: flexibility, smaller size (because you can shift people between roles as needed rather than hiring another person), and coverage in case of casualties or other unexpected losses (mainly military, but tales abound of people who quit corporate jobs and the company found out too late that no one else could do that job). The challenge in this situation is to be sure everyone really does have the breadth of skills needed at sufficient level to be effective.The Electrical Engineer at the firm tells a story about the Engineer at his school that was recruited by a major auto manufacturer as an intern straight out of college (before graduation) ... which was very prestigious and something students dreamed about. Thirty years later, he is an expert on the design of Glove Boxes and goes to "Glove Box" trade shows and conventions to keep up on the latest innovations.
How is that for hyper-specialization?
They actually warned me about that in Architecture School. A professor cautioned that if I went to work for a large firm immediately after graduation, I would end up given a specific task and would learn nothing except that task ... I would be the person that did Restroom Specifications for all the giant skyscrapers, or I would be in charge of the stair details and making sure they met local code (and nothing else).
It occurs to me that this has Traveller applications for "house rules" ... LARGE organizations (like a Megacorporate MERCHANT or Imperial Navy), should retain characters in one position gaining high specialization in a narrow range of skills, while SMALL organizations (like a FREE TRADER or a Planetary Navy) need people to be exposed to a wider variety of activities and skills (more Jack of all Trade characters).
The Vilani rule for MegaTraveller was simple, elegant, and really enforced specialization...The Electrical Engineer at the firm tells a story about the Engineer at his school that was recruited by a major auto manufacturer as an intern straight out of college (before graduation) ... which was very prestigious and something students dreamed about. Thirty years later, he is an expert on the design of Glove Boxes and goes to "Glove Box" trade shows and conventions to keep up on the latest innovations.
How is that for hyper-specialization?
They actually warned me about that in Architecture School. A professor cautioned that if I went to work for a large firm immediately after graduation, I would end up given a specific task and would learn nothing except that task ... I would be the person that did Restroom Specifications for all the giant skyscrapers, or I would be in charge of the stair details and making sure they met local code (and nothing else).
It occurs to me that this has Traveller applications for "house rules" ... LARGE organizations (like a Megacorporate MERCHANT or Imperial Navy), should retain characters in one position gaining high specialization in a narrow range of skills, while SMALL organizations (like a FREE TRADER or a Planetary Navy) need people to be exposed to a wider variety of activities and skills (more Jack of all Trade characters).