1. MICHAEL KIRTON’S
ADAPTOR-INNOVATOR
THEORY

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

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

9. Helen F. Buckley

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

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

12. 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

13. 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

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

15. STRUCTURE IS BOTH ENABLING AND INHIBITING
PARADOX OF STRUCTURE
STRUCTURE IS BOTH ENABLING AND INHIBITING

16. 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)

17. KAI SCORE DISTRIBUTION
Adaptor
Innovator

18. KAI SCORE STRENGTH ADAPTORS INNOVATORS

19. 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

20. 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

21. 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

22. 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?)

23. 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

24. 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

25. KAI SUBSCALE DATA

26. 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

27. “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?

28. 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.

29. 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

30. 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

31. 80-90 BANK MGRS, CIVIL SERVANTS MFG MGRS, PLANT MGRS
OCCUPATIONAL DIFFERENCES
KAI MEAN OCCUPATION
GENERAL POPULATION
BANK MGRS, CIVIL SERVANTS
MFG MGRS, PLANT MGRS
SECRETARIES, NURSES
TEACHERS
ENGINEERS, MILITARY OFFICERS
MKT’NG, FINANCE, PERSONNEL

32. 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)

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

34. 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.

35. WHAT IS YOUR KAI PREFERENCE?
ADAPTIVE INNOVATIVE

36. EPMC KAI PREFERENCE DATA
LAIGNAIPPE:
EPMC KAI PREFERENCE DATA

37. LAIGNAIPPE:
EPMC KAI PREFERENCE