The basic tenent of Adaption-Innovation Theory, as developed by Michael Kirton,
is that problem-solving style operates as a personality dimension (much like the
Myers-Briggs Indicator). Therefore, problem-solving orientation is considered an
immutable part of personality, yielding a deeper understanding of, for instance,
the relationship between individuals' personalities and their roles and responsibilities.
Organizations need able and creative members. Theoretically, both adaptors and innovators
are able to provide quality solutions to organizational dilemmas because style of
problem solving is independent of level of creativity, as well as cognitive ability.
Kirton equates the more adaptive style with (active, creative) paradigm
maintenance and the more innovative style with (active,
creative) paradigm shift.
Analysis of responses to the Kirton Adaption-Innovation Inventory (KAI) self-report
instrument yields scores ranging between High Adaption to High Innovation. (The
range of scores is 32 to 160, with a theoretical mean of 96.) Many studies show
that: (a) cultures show no variation in Adaptor-Innovator distribution; and, (b)
in business or industry in general there are equal numbers of adaptors and innovators.
Companies may be skewed (e.g., at the board level) in one direction or another.
Departments usually are skewed, and smaller units are nearly always skewed, creating
differences in climate, policy, operation, tolerance and understanding between one
organizational element and another.
Plot in SYMLOG Space of
KAI
(Click image to enlarge)
Kirton's theory posits that cognitive style exerts a strong influence on behavior,
such that enforced behavioral departures from preferred style may require additional
effort and cause stress. At work, people are generally in constant interaction with
others. Differences in cognitive style between individuals (as well as, an individual
and the group norms, or between groups) can readily generate problems of communication
and understanding. These, in turn, produce difficulties for collaboration and cohesion.
SYMLOG, as a theory of unfication and polarization in social interaction, provides
a way to measure, analyze, and understand social behavior, regardless of whether
it flows from cognitive style.
Kirton describes "expected" behavioral characteristics relating to preferred
style. Many of these characteristics can be coded according to Bales's values categories
and some according to Bales's behavior categories. Some of Kirtin's descriptors,
especially those concerning content, are difficult to code using SYMLOG's process-oriented
categories.
The table below shows Kirton's main descriptors with hypothetical SYMLOG coding.
The figure draws upon this coding to present an heuristic overlay of Adaption-Innovation
Theory as it relates to the SYMLOG space.
Very few of Kirton's descriptions characterizing adaptors or innovators are associated
with SYMLOG optimum leadership and teamwork behaviors and values that characterize
the "most effective profile" (UPF = Upward, Positive, Forward in the space).
More generally, the Positive area of the SYMLOG field is only sparsely populated
with references to adaptors and innovators.
The analysis of Kirton's descriptions in SYMLOG terms reveals a striking Forward-Backward
polarization between Adaptors toward the conservative, task-oriented pole and innovators
toward the anti-authority, creative pole. For now, this F-B polarization can only
be hypothesized. Test of this hypothesis awaits the analysis of KAI and SYMLOG data
together.
Kirton, M. (1994). Adaptors and innovators. London: Routledge.