By M.J. Kirton
"Adaption-Innovation idea (A-I concept) is a version of challenge fixing and creativity, which goals to extend collaboration and decrease clash inside of teams. A-I conception and the linked Kirton Adaption-Innovation (KAI) attempt were generally researched and are more and more used as instruments for teambuilding and group of workers administration. In Adaption-Innovation: within the Context of swap and variety, Kirton outlines the primary thoughts of the idea, together with the approaches of challenge fixing, determination making and creativity."--BOOK JACKET. learn more... advent -- business enterprise of cognitive functionality -- Describing and measuring adaption-innovation -- sort and character idea -- constitution and cognition -- issues of creativity -- variety, point, approach, and procedure -- hyperlink with the administration literature -- The administration of variety -- coping with cognitive hole -- The administration of switch
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Additional resources for Adaption-Innovation: In the Context of Diversity and Change
The number of stages selected to represent the progress implicit in this dynamic process, the boundaries that divide them, and their titles are the subjective choice of their author. This caution is needed, as any problem-solving process is continuous, so the stages are abstractions designed to help understanding. The whole idealised, dynamic (progressive) schema, which an author thinks adequately represents a mental process made manifest by the actions of a person or group, is to be used only if it seems to be accurate and useful to its user.
This constitutes increased processing of a wider or otherwise altered cognitive domain, possibly involving elements hitherto seen as irrelevant. Crossing over into this altered domain involves a reappraisal of knowledge that has hitherto been regarded as securely known, involving an unfamiliar perspective of the problem. These new perspectives may also throw up possible solutions about which little is known and, with them, the attendant risks of not-previously-considered alternative courses of action.
But this strategy was certainly not universally applied. There were other cases that had occurred in the same company, involving a nonestablishment person, who got an idea through ‘the system’ with the usual difﬁculty but which turned out to be spectacularly successful. However, managers often reported that the very next idea from the same person was still suspect! Nor was that all, for another puzzling observation was that should the latter person fail, he (all these managers involved happened to be males) was much more likely to leave the company, taking with him the entire blame for the failed project.