Adaption-Innovation In the Context of Diversity and Change
M. J. Kirton DSc
Read the Introduction from Dr. Kirton's new book here.
Adaption-Innovation theory (A-I theory) is a model of problem solving and creativity which aims to increase collaboration and reduce conflict within groups. A-I Theory and the associated Kirton Adaption-Innovation Inventory (KAI) have been extensively researched and are increasingly used as tools for teambuilding and personnel management. In Adaption-Innovation: In the Context of Diversity and Change, Dr Kirton outlines the central concepts of the theory, including the processes of problem solving, decision making and creativity. In addition, Dr Kirton focuses on how wide diversity within a team affects problem solving, creativity and effective management of change, as well as offering practical information for those helping diverse teams succeed in today's demanding climate.
This timely and comprehensive text is written for anyone who wants to know more about problem solving, thinking style and creativity. As such it will appeal to a broad range of people, from human resource managers, business consultants and group trainers, to students of psychology, business, management, sociology, education and politics.
'This
book is the result of a complete
reformation of what we know of
creativity. The theory is well-founded
within biological and psychological
research, the measure is one of the most
psychometrically sound instruments
available, and the implications are
immense for fields as varied as human
resources management, strategic planning
and the marketing of new consumer goods.
Dr Kirton's treatment shows erudition,
judgement and painstaking attention to
scientific detail.' - Gordon
Foxall, Cardiff University
'This broad-ranging book represents
the fruits of a career's research and
consultancy experience. If it does not
persuade you that psychology has got a
lot to offer organisations in a period
of unprecedented change, then nothing
will.' - Peter Herriot, Birkbeck
College, London University
Contents:
Introduction. A Guiding Outline. A
Background Study. Its Residual Problems.
Its Conclusions. Organisation of
Cognitive Function. Problem Solving
is the Key to Life. The Brain's
Problem-solving Departments. Defining
Style. Describing and Measuring
Adaption-Innovation. Description.
Perception of Change. Measure. Style and
Personality Theory. Style and Dimensions
of Personality. Style and Personality
Relationships. Structure and
Cognition. Problem Solving and
Learning Theory. Decision Making. From
Concepts to Paradigms. The Paradox of
Structure. Problems with Creativity.
Its Definition. Creativity, Innovation
and Invention. Style, Level, Process
and Technique. Level. Process.
Technique. Link with the Management
Literature. Problem Solving and Social
Structure. On Defining Normal Change.
The Search for Ideal Leaders and Ideal
Solutions. An Example in Depth May Help.
The Management of Diversity. Diversity
of Problems and People.
Adaption-Innovation as a Problem of
Diversity. Development of Complexity.
Management of Diversity Needs to be
Taught. Managing Cognitive Gap.
Agents of Change. Climates of Change.
Cognitive Climate. Leaders and Bridgers.
Coping Behaviour. Coping, Stress, and
Disorder. The Management of Change. Alternative
Climates. The Progression of Change. The
Pendulum of Change. The Spiral of
Change. The Making of Resisters to
Change. The Environment as Opportunity
for Change. The Problem-solving Leader. Appendix
1: Management Initiative Case
Studies. Appendix 2: Examples of
Instinct. Appendix 3: The Curse
of Progress. Appendix 4: Stamp's
Level vs. Style Schema. Appendix 5: Cognitive
Style in War. Appendix 6: KAI
Tables. References. Name Index. Test and
Measure Index. Subject Index.
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