Summary
Contents
Subject index
Creative Management and Development has been updated with newly commissioned and leading edge chapters on intuitive cognition, complexity, emotion, team innovation, development, and well-being. The textbook retains seminal papers on creativity, perception, style, culture, and sustainable development. The contributors to this textbook represent a broad spectrum of perspectives from among the most distinguished names in the field. They give a clear overview of the topics discussed while explaining their practical implications. This textbook is published as a Course Reader for The Open University Course Creativity, Innovation and Change (B822) but will engage and challenge students interested in creative ways of managing, different approaches to developing creativity in organizations and creative leadership.
Adaptors and Innovators: Why New Initiatives Get Blocked
Adaptors and Innovators: Why New Initiatives Get Blocked
Background
The Adaption-Innovation theory defines and measures two styles of decision making, (Kirton, 1976, 1977, 1980) clarifying earlier literature on problem-solving and creativity which concentrates more on defining and assessing level rather than style. This shift of emphasis has advantages in the practical world of business, commerce and administration.
According to the Adaption-Innovation theory, everyone can be located on a continuum ranging from highly adaptive according to their score on the Kirton Adaption-Innovation Inventory. The range of responses is relatively fixed and stable (Kirton, 1977),1 and in the general population approaches the normal curve distribution. For the purpose of clarity the following descriptions characterize those individuals at the extreme ends of ...
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