Adaptation Innovation Theory
Adaption–Innovation (A-I) Theory helps organisations make practical use of cognitive diversity in problem solving and change. Recent work shows how A-I underpins leadership practice, team design and the management of complex problems in real settings (Sheffield and Friedel, 2022).
Technique Overview
Adaptation Innovation Theory Definition
A-I Theory (Kirton, 1976) distinguishes problem-solving style rather than level. People fall along a continuum from more adaptive (structure-seeking, incremental change) to more innovative (rule-challenging, radical change). The Kirton Adaption–Innovation Inventory (KAI) is the validated measure of this style and is widely used in organisations (Kirton, 2003).
Adaptation Innovation Theory Description *
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Business Evidence
Strengths, weaknesses and examples of Adaptation Innovation Theory *
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Business Application
Implementation, success factors and measures of Adaptation Innovation Theory *
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Further Reading
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Adaptation Innovation Theory references (4 of up to 20) *
- Allinson, C. & Hayes, J. (2012) The Cognitive Style Index: Technical Manual and User Guide, Pearson Education. Available at: http://www.talentlens.co.uk/assets/legacy-documents/71874/csi-manual.pdf.
- Bobic, M., Davis, E., and Cunningham, R. (1999) The Kirton adaptation-innovation inventory: validity issues, practical questions. Review of Public Personnel Administration, Vol.19(2), pp. 18-31.
- Foxall, G. R. (1986) Managers in transition: an empirical test of Kirton’s adaption- innovation theory and its implications for the mid-career MBA. Technovation, Vol.4, pp. 219-232.
- Goldsmith, R. E., and Kerr, J. R. (1991) Entrepreneurship and adaption-innovation. Technovation, Vol.11(6), pp. 373-382.
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