The training problem solving and innovation is based on the adaptor/innovator-model by Michael Kirton. The underlying assumption of this model is that people have a natural tendency towards either adaptation or innovation, when approaching problems and new, unknown situations. Kirton also developed the Kirton Adaptation Inventory (KAI), an instrument to measure a persons tendency towards adaptivity or innovativeness. Below you will find a description of what an adaptor and an innovator is in rather black and white terms. In reality one will rarely meet a pure adaptor or innovator. The adaptor An adaptor strongly thinks in structures and models, and tries to stick to them as long as possible. When presented with a new situation that cannot be fit into his image of the world, denial or evasion of the new situation will be his first coping strategy. When eventually forced to adapt his image of the world, he will try to keep as much of his old world image intact as possible, and keep the adaptations to a minimum. Adaptors are seen by innovators as systematically working people that are very good at the control side of an organization. Changes put a lot of stress on them, especially if the outcome of the changes is uncertain. The innovator An innovator enjoys looking for new things. He will constantly adapt his world view, and values the kick that he gets out of these new things more highly than having a world view without loose ends. With pleasure he looks for opportunities to disrupt existing patterns and system. Innovators are often seen by adaptors as chaotics, permanently generating new ideas. Very often they are not capable to fully implement their new ideas without creating some turmoil. The interaction between innovators en adaptors is usually not a smooth one. Both look at each other with distrust, and the mutual qualifications tend to have a negative undertone. For this reason, in all our trainings on problem solving and innovation we will see into the interaction between innovators and adaptors. A correct understanding of the other will not only diminish the friction, but opens the possibility of using each others strong sides. Structure of the training Training on innovation techniques is only useful when the participants are aware of the processes that are involved with problem solving, and when they are capable of identifying blocks and processes. Only then the purpose of many techniques will become clear. For this reason, the structure of an innovation training looks as follows: identifying individual style of problem solving making clear and identifying of thinking processes and blocks discussion of personal style and the consequences for:       • learning innovation techniques       • interaction with others learning new techniques. < previous page    << back to home page