MBA and the elephant theory

I came across an HBR article on the way MBA’s of the world are being churned out and the way in which a fundamental problem solving technique is lacking in them.
The article related the lack of a structured and wholesome approach towards the problem solving, to the fable of the blind men and the elephant. All of them treated different parts of the elephant as a direct result of their perceptions. One of them treated leg as tree, and other treated trunk as a big snake.
Is not we ‘specialized’ MBA’s more often than not acting like thee blind men. We take pride in being a specialist Marketing MBA or a Finance MBA. I have seen , and have got confirmed from my counterparts in some other B schools, that batch mates in different streams of MBA (read specializations) don’t see an eye to eye for matters they treat as their home turf. That is perfectly right, but the real problem creeps in when they refuse to take a holistic view of the problem being offered to them. I take my example as well. Being a Marketing specialization, I always gave step brotherly treatment to finance issues in the case study solutions. And vice versa happened with my Fin major roomie!
That brings me back to the blind men and the elephant theory. During my summers in Becton Dickinson, my mentor Mr. Probir Das often pointed towards this inconsistency that we displayed during mid term and end term presentations. We as specialized MBA’s do need sensitization to other verticals as well. I don’t see a purpose of creating a specialized MBA, when we, as Managers, have to tackle a diverse set of issues related to different domains. Don’t we have to handle our sales team in the role of an ASM? Or don’t the Corp fin guy need to be sensitized to the supply chain bottlenecks facing the logistic company s/he is working in to design new cost structures?
With all due respect to the course curriculum designers, I want to emphasize upon this issue which is not an anomaly arising due to lack of proper foresight on the part of administrators per se. It is more due to a lack of Kaizen approach in the curriculum design. Though there is a wide choice of electives during the second year of Indian MBA (well almost all B schools have it), there is an inexplicable lack of motivation on behalf of system to encourage the future managers to tackle the case studies and other simulated class discussions in a holistic manner. It is something that we all budding corporate managers detest, not overtly but covertly.
We all want to see ourselves in a specialized position, but yes, I suppose many of us in due course of time get to realize the gravity of our narrow thinking horizon. And I am very hopeful that most of us do rectify that anomaly in due course of time.