MICHAEL KIRTONS ADAPTORINNOVATOR THEORY KIRTON ADAPTIONINNOVATION INVENTORY KAI

MICHAEL KIRTON’S ADAPTOR-INNOVATOR THEORY

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

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

Helen F. Buckley

Kirton’s KAI continuum. Structure rules control Unstruc tured unregim ented flexible

Kirton’s KAI continuum. Structure rules control Adaptors d e r u t c u r t Uns mented i g e r n u e l b i x fle Innovators

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

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

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

PARADOX OF STRUCTURE • STRUCTURE IS BOTH ENABLING AND INHIBITING

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

KAI SCORE DISTRIBUTION Adaptor Innovator

KAI SCORE STRENGTH ADAPTORS INNOVATORS

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

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

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

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 (EMAIL PRESIDENT? )

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

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

KAI SUBSCALE DATA

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

“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?

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.

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

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

OCCUPATIONAL DIFFERENCES KAI MEAN OCCUPATION 94 -95 GENERAL POPULATION 80 -90 BANK MGRS, CIVIL SERVANTS MFG MGRS, PLANT MGRS 91 -92 SECRETARIES, NURSES 93 -97 TEACHERS 95 -96 ENGINEERS, MILITARY OFFICERS 104 -110 MKT’NG, FINANCE, PERSONNEL

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)

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

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.

WHAT IS YOUR KAI PREFERENCE? ADAPTIVE INNOVATIVE

LAIGNAIPPE: EPMC KAI PREFERENCE DATA

LAIGNAIPPE: EPMC KAI PREFERENCE