Answer to Question 1
The value of specificity is the breaking down of things into their basic elements. It leads a manager to view the organization as a system of practical tasks that need to be performed as efficiently as possible. Managers in such a system are expected to gather data and debate the implications when making decisions. Through debate and analysis, organizational leaders expect to gain a clear understanding of the reality of the market. If a mistake is made, workers expect that an individual will be identified as the responsible party and, after appropriate correction, will be monitored to prevent the same mistake from being made again.
In contrast, employees with a style of thinking based on diffuseness see work as a cluster of interlocking processes. The value of diffuseness is seeing the whole and the relations between elements. It leads a manager to view the organization as a group of people collaborating and coordinating their efforts together. Social relations are very important in diffuseness. In such a system, social feedback is vital for successful performance. When a mistake is made, responsibility is assigned throughout the group and everyone shares responsibility.
Answer to Question 2
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