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MICHAEL KIRTON’S ADAPTOR-INNOVATOR THEORY KIRTON ADAPTION-INNOVATION INVENTORY KAI COGNITIVE PREFERENCES (THINKING STYLE) IN : PROBLEM SOLVING CREATIVITY.

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Presentation on theme: "MICHAEL KIRTON’S ADAPTOR-INNOVATOR THEORY KIRTON ADAPTION-INNOVATION INVENTORY KAI COGNITIVE PREFERENCES (THINKING STYLE) IN : PROBLEM SOLVING CREATIVITY."— Presentation transcript:

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2 MICHAEL KIRTON’S ADAPTOR-INNOVATOR THEORY

3 KIRTON ADAPTION-INNOVATION INVENTORY KAI COGNITIVE PREFERENCES (THINKING STYLE) IN : PROBLEM SOLVING CREATIVITY DECISION MAKING

4 STYLE: HOW YOU PREFER TO ACT (NOT CAPACITY OR LEVEL) NOT RELATED TO COGNITIVE CAPACITY SUCCESS IN GENERAL (BUT POSSIBLY TO JOB/SITUATION)

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10 Helen F. Buckley

11 Structure rules control Unstructured unregimented flexible Kirton’s KAI continuum.

12 Structure rules control Unstructured unregimented flexible Kirton’s KAI continuum. AdaptorsInnovators

13 ADAPTORS INNOVATORS ACT/THINK IN PARADIGM (THINK IN THE BOX EMBRACE BUREAUCRACY (WRITE DRESS CODES) CONTINUOUS IMPROVEMENT TIGHTER STRUCTURE FOCUS IN THE SYSTEM CHALLENGE PARADIGM (THINK OUT OF THE BOX) FIGHT BUREAUCRACY (VIOLATE DRESS CODES) INVENT NEW WAYS LOOSER STRUCTURE FOCUS OUTSIDE THE SYSTEM

14 ADAPTORS INNOVATORS PRODUCE A FEW (SUFFICIENT) GOOD IDEAS FOR SOUND, SAFE IMPLEMENTATION PRODUCE MANY IDEAS, INCLUDING IRRELEVANT, “BLUE SKY” IDEAS REASONABLE OR EASY NOT KEY ISSUE

15 ADAPTORS INNOVATORS DEFINE REFINE EXTEND IMPROVE DETACH PROBLEM FROM ITS “COCOON” OF ACCEPTED THOUGHT. DO IT DIFFERENTLY IGNORE BOUNDARIES

16 PARADOX OF STRUCTURE STRUCTURE IS BOTH ENABLING AND INHIBITING

17 OTHERS MAY SEE ADAPTORS INNOVATORS OVER CAUTIOUS BRAINSTORM WITH FINGER ON STOP BUTTON DOGS (MORE LIKELY TO SIT, SHAKE & COME ON COMMAND) RECKLESS BRAINSTORM WITHOUT A STOP BUTTON CATS (MORE LIKELY TO IGNORE COMMANDS IF THEY WISH)

18 KAI SCORE DISTRIBUTION Adaptor Innovator

19 KAI SCORE STRENGTH ADAPTORS INNOVATORS

20 10 POINT KAI DIFFERENCE NOTICEABLE OVER TIME 20 POINT KAI GAP CAN LEAD TO COMMUNICATION PROBLEMS MUTUAL RESPECT, SKILL, AND COPING BEHAVIOR IS NEEDED TO CLOSE THE KAI GAP

21 KAI SUBSCALES SUFFICIENCY OF ORIGINALITY (SO) ADAPTORS INNOVATORS PRODUCE FEWER BUT WELL THOUGHT OUT IDEAS (SUFFICIENT ORIGINALITY) GIVE EXTRA IDEAS WHICH MAY BE “WAY OUT” AND NOT THOUGHT OUT

22 KAI SUBSCALES EFFICIENCY (E) ADAPTORS INNOVATORS PREFER TO BE THOROUGH, METICULOUS, ORDERLY MAY SEEM TO BE BOGGED DOWN PREFER TO LOOSEN STRUCTURE AND SHED DETAIL MAY SEEM TO LOSE TRACK OF ESSENTIALS

23 KAI SUBSCALES RULE/GROUP CONFORMITY (R) ADAPTORS INNOVATORS CONCERN FOR GROUP RULES AND COHESION (do it “right”) PREFER TO RUN SHOW BY CHAIN OF COMMAND (“STAY IN CHAIN”) CHALLENGE (OR IGNORE) GROUP RULES OR CUSTOMS (do it different or don’t do it) PREFER TO BE A CONSULTANT TO BEING SUBORDINATE ( PRESIDENT?)

24 RULE-GROUP CONFORMITY (R) ADAPTORS FOLLOW RULES, POLICIES, MORES, AND CONSENSUS. (THE PARIDIGM’S SOCIAL STRUCTURE) ADAPTORS ARE METHODICAL, PRUDENT, DISCIPLINED. ADAPTORS SOLVE PROBLEMS BY THE RULES. ADAPTORS GENERATE IDEAS ACCEPTABLE TO THE GROUP

25 RULE GROUP CONFORMITY (R) INNOVATORS CHALLENGE RULES INNOVATORS WILLING TO SOLVE PROBLEMS AT THE EXPENSE OF THE RULES OR GROUP COHESION INNOVATORS ENJOY BREAKING RULES MAN WHO SHOOK BUSH’S HAND HACKERS

26 KAI SUBSCALE DATA

27 TEAMWORK AND KAI THE CLOSER YOUR KAI SCORES, THE MORE YOU FEEL YOU “FIT” THOSE WITH CLOSER “SO” SCORES FEEL THAT THEY COMMUNICATE WELL WITH EACH OTHER PEOPLE CLOSE ON “E” SUBSCALE FEEL THEY WORK TOGETHER WELL PEOPLE CLOSE ON “R” SUBSCALE FEEL THEYTRUST EACH OTHER WELL

28 “WE NEED TO GET RID OF THOSE WHO DON’T “FIT THE MOLD.” WHY DON’T THEY TRY HARDER? WHY AREN’T THEY LIKE ME?

29 I AM NEVER A MISFIT--BUT I DO TRY TO PROVIDE THE GROUP SOME VERY NECESSARY DIVERSITY OF VIEW. PITY IT IS NOT ALWAYS VALUED --THEY LACK INSIGHT.

30 STRESS AND KAI >20 POINTS KAI DIFFERENCE REQUIRES COPING SKILLS WHERE YOU FEEL DIFFERENT, YOU FEEL STRESS THE LESS TOLERANT YOU ARE (LESS COPING SKILL), THE MORE YOU FEEL STRESS

31 A GROUP THAT LOSES DIVERSITY MAY FEEL MORE “COMFORTABLE.” THIS MAY NOT BE A MAJOR PROBLEM UNTIL ENVIRONMENTAL CHANGES OCCUR THAT ALTER THE RANGE AND NATURE OF THE WHOLE JOB-- THE COMFORT TENDS TO EVAPORATE. KAI MANUAL, PAGE 54

32 OCCUPATIONAL DIFFERENCES KAI MEANOCCUPATION 94-95GENERAL POPULATION 80-90BANK MGRS, CIVIL SERVANTS MFG MGRS, PLANT MGRS 91-92SECRETARIES, NURSES 93-97TEACHERS 95-96ENGINEERS, MILITARY OFFICERS MKT’NG, FINANCE, PERSONNEL

33 COPING SKILLS: LISTEN TO OTHERS THEY WAY THEY SPEAK “SEEK FIRST TO UNDERSTAND” (Covey) COMMUNICATE WITH OTHERS AS THEY WOULD LIKE TO HEAR (Platinum Rule)

34 KIRTON ADAPTION-INNOVATION INVENTORY KAI BOTTOM LINE: UNDERSTAND AND ACCEPT DIFFERENT STYLES EXPECT TO FEEL DIFFERENCES >20 DEVELOP AND USE COPING SKILLS

35 KIRTON ADAPTION-INNOVATION INVENTORY KAI BOTTOM LINE: VALUE ADAPTORS; WE HAVE TO GET THINGS ORGANIZED AND DONE. VALUE INNOVATORS; WE NEED NEW WAYS TO COPE WITH LIFE.

36 WHAT IS YOUR KAI PREFERENCE? ADAPTIVEINNOVATIVE

37 LAIGNAIPPE: EPMC KAI PREFERENCE DATA

38 LAIGNAIPPE: EPMC KAI PREFERENCE


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