The final level of ambiguity that geek leaders manage is task ambiguity. While structural ambiguity involves issues related to the selection and organization of geekwork, task ambiguity involves explicitly linking individual geeks to geekwork, that is, actually getting things done. Task ambiguity encompasses three key questions related to individual and small group productivity:
Who are the characters in the story of a project?
Who plays each role?
What are the prerogatives of a geek leader, and how are they exercised?
To answer these questions, geek leaders use the selections and assumptions made in managing structural ...