We live in a town with three beaches. There are two parks less than 10 minutes' walk from home where neighbourhood children gather to play. However, what my children want to do after school is pick up a screen — any screen — and stare at it for hours. They are not alone. Today's children spend an average of four and a half hours a day looking at screens, split between watching television and using the Internet.

In the past few years, an increasing number of people and organisations have begun coming up with plans to counter this trend. A couple of years ago, film-maker David Bond realised that his children, then aged five and three, were attached to screens to the point where he was able to say "chocolate" into his three-year-old son's ear without getting a response. He realised that something needed to change, and, being a London media type, appointed himself "marketing director for Nature". He documented his journey as he set about treating nature as a brand to be marketed to young people. The result was Project Wild Thing, a film which charts the birth of the Wild Network a group of organisations with the common goal of getting children out into nature.

"Just five more minutes outdoors can make a difference," David Bond says. "There is a lot of really interesting evidence which seems to be suggesting that if children are inspired up to the age of seven, then being outdoors will be a habit for life." His own children have got into the habit of playing outside now: "We just send them out into the garden and tell them not to come back in for a while."

Summer is upon us. There is an amazing world out there, and it needs our children as much as they need it. Let us get them out and let them play.

There is something to be said for being a generalist, even if you are a specialist. Knowing a little about a lot of things that interest you can add to the richness of a whole, well-lived life.

Society pushes us to specialize, to become experts. This requires commitment to a particular occupation, branch of study or research. The drawback to being specialists is we often come to know more and more about less and less. There is a great deal of pressure to master one's field. You may pursue training, degrees, or increasing levels of responsibility at work. Then you discover the pressure of having to keep up.

Some people seem willing to work around the clock in their narrow specialty. But such commitment can also weaken a sense of freedom. These specialists could work at the office until ten each night, then look back and realize they would have loved to have gone home and enjoyed the sweetness of their family and friends, or traveled to exciting places, meeting interesting people. Mastering one thing to the exclusion (排除) of others can hold back your true spirit.

Generalists, on the other hand, know a lot about a wide range of subjects and view the whole with all its connections. They are people of ability, talent, and enthusiasm who can bring their broad perspective (视角) into specific fields of expertise (专长). The doctor who is also a poet and philosopher is a superior doctor, one who can give so much more to his patients than just good medical skills.

Things are connected. Let your expertise in one field fuel your passions in all related areas. Some of your interests may not appear to be connected but, once you explore their depths, you discover that they are. My editor Toni, who is also a writer, has edited several history books. She has decided to study Chinese history. Fascinated by the structural beauty of the Forbidden City as a painter, she is equally interested to learn more about Chinese philosophy. "I don't know where it will lead, but I'm excited I'm on this pursuit."

These expansions into new worlds help us by giving us new perspectives. We begin to see the interconnectedness of one thing to another in all aspects of our life, of ourselves and the universe. Develop broad, general knowledge and experience. The universe is all yours to explore and enjoy.

    Suppose you become a leader in an organization. It's very likely that you'll want to have volunteers to help with the organization's activities. To do so, it should help to understand why people undertake volunteer work and what keeps their interest in the work.

    S Let's begin with the question of why people volunteer. Researchers have identified several factors that motivate people to get involved. For example, people volunteer to express personal values related to unselfishness, to expand their range of experiences, and to strengthen social relationships. If volunteer positions do not meet these needs, people may not wish to participate. To select volunteers, you may need to understand the motivations of the people you wish to attract.

    S People also volunteer because they are required to do so. To increase levels of community service, some schools have launched compulsory volunteer programs. Unfortunately, these programs can shift people's wish of participation from an internal factor (e.g. “I volunteer because it's important to me”) to an external factor (e.g. “I volunteer because I'm required to do so”). When that happens, people become less likely to volunteer in the future. People must be sensitive to this possibility when they make volunteer activities a must.

    S Once people begin to volunteer, what leads them to remain in their positions over time? To answer this question, researchers have conducted follow-up studies in which they track volunteers over time. For instance, one study followed 238 volunteers in Florida over a year. One of the most important factors that influenced their satisfaction as volunteers was the amount of suffering they experienced in their volunteer positions. Although this result may not surprise you, it leads to important practical advice. The researchers note that attention should be given to “training methods that would prepare volunteers for troublesome situations or provide them with strategies for coping with the problem they do experience”.

    S Another study of 302 volunteers at hospitals in Chicago focused on individual differences in the degree to which people view “volunteer” as an important social role. It was assumed that those people for whom the role of volunteer was most part of their personal identity would also be most likely to continue volunteer work. Participants indicated the degree to which the social role mattered by responding to statements such as “Volunteering in Hospital is an important part of who I am.” Consistent with the researchers' expectations, they found a positive correlation(正相关) between the strength of role identity and the length of time people continued to volunteer. These results, once again, lead to concrete advice: “Once an individual begins volunteering, continued efforts might focus on developing a volunteer role identity....Items like T-shirts that allow volunteers to be recognized publicly for their contributions can help strengthen role identity”.