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SYMLOG vs.

Kirtin Adaption-Innovation Inventory (KAI)

Leadership style and quadrant model

Summary of SYMLOG and Kirtin Adaption-Innovation Inventory (KAI)

Measures thinking style (cognition) as it relates to problem-solving, decision-making, and creativity. Results of the 32 question inventory plot on a normally distributed continuum. The continuum moves from Adaption on the left, indicating more structure and consensus in problem-solving is preferred, to Innovation on the right, where less structure and consensus is needed. Your preferred cognitive style is likely unchangeable. In order to maximize an individual or group’s problem-solving potential, behavior needs to be flexible according to the complexity of the problem to be solved. But does your style get in the way of making effective decisions and having a maximally productive problem-solving process?

Adding a SYMLOG analysis to this measure of cognition would allow the group to better know the values others’ perceive them to hold, if they are perceived to have the best interests and goals of the group in mind, and if their problem-solving style is, indeed, allowing the group to realize its potential or standing in the way of reaching objectives. In this case, modifications would be suggested by the SYMLOG analysis.

Overview of Kirtin Adaption-Innovation Inventory (KAI)

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

Plot in SYMLOG Space of
KAI

(Click image to enlarge)

How Adaption-Innovation Theory Relates to SYMLOG Field Theory

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.

Table: Adaption-Innovation Theory Behavior Descriptions
and SYMLOG Coding

Adaptor

Descriptions

SYMLOG

Code

Characterized by precision, reliability, efficiency, methodicalness, prudence, discipline, conformity

UF, F

Concerned with resolving problems rather than finding them

PF, F

Seeks solutions to problems in tried and understood ways

F

Reduces problems by improvement and greater efficiency, with maximum of continuity and stability

F

Seen as sound, conforming, safe, dependable

F, DPF

Liable to make goals of means

NF, DNF

Seems impervious to boredom, seems able to maintain high accuracy in long spells of detailed work

F, DF

Is an authority within given structures

UF, F

Challenges rules rarely, cautiously, when assured of strong support

DF

Tends to high self-doubt. Reacts to criticism by closer outward conformity. Vulnerable to social pressure and authority; compliant.

DNF, DN

Is essential to the functioning of the institution all the time, but occasionally needs to be 'dug out' of his systems.

UF, F, DF

When collaborating with innovators: supplies stability, order and continuity to the partnership

UF, F, DF

Provides a safe base for the innovator's riskier operations

UPB, PB

Insensitive to people, often threatens group cohesion and cooperation

N, NB

Innovator

Descriptions

SYMLOG

Code

Seen as undisciplined, thinking tangentially, approaching tasks from unsuspected angles

B

Could be said to discover problems and discover avenues of solution

B, PB

Queries problems' concomitant assumptions; manipulates problems

B

Is catalyst to settled groups, irreverent of their consensual views; seen as abrasive, creating dissonance

N, NB

In pursuit of goals treats accepted means with little regard

NB, B

Capable of detailed routine (system maintenance) work for only short bursts. Quick to delegate routine tasks

B

Seen as unsound, impractical; often shocks his opposite

NB, B

Tends to take control in unstructured situations

U, UF

Often challenges rules, has little respect for past custom

NB, B

Appears to have low self-doubt when generating ideas, not needing consensus to maintain certitude in face of opposition

UN, UNB, UB

In the institution is ideal in unscheduled crises, or better still to help to avoid them, if he can be controlled

U, UB

When collaborating with adaptors: supplies the task orientations, the break with the past and accepted theory

PF

Sensitive to people, maintains group cohesion and cooperation

P, PF

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