The second level of ambiguity that geek leaders manage is structural ambiguity, which relates to selecting and organizing geekwork. Using the assumptions and interpretations that result from managing environmental ambiguity, geek leaders guide the selection of business and technological goals and the organization of geeks to pursue them. For technical groups, structural ambiguity encompasses two deceptively simple questions:
What are we going to do?
How are we going to do it?
The deceptively simple answers to these questions are, respectively, "projects" and "processes." Work is selected and usually organized ...