By M.J. Kirton
"Adaption-Innovation concept (A-I thought) is a version of challenge fixing and creativity, which goals to extend collaboration and decrease clash inside of teams. A-I concept and the linked Kirton Adaption-Innovation (KAI) attempt were broadly researched and are more and more used as instruments for teambuilding and body of workers administration. In Adaption-Innovation: within the Context of swap and variety, Kirton outlines the relevant innovations of the speculation, together with the techniques of challenge fixing, determination making and creativity."--BOOK JACKET. learn more... creation -- organization of cognitive functionality -- Describing and measuring adaption-innovation -- kind and character concept -- constitution and cognition -- issues of creativity -- variety, point, method, and procedure -- hyperlink with the administration literature -- The administration of range -- dealing with cognitive hole -- The administration of swap
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Extra info for Adaption-Innovation: In the Context of Diversity and Change
Among those available to the highest order of organisms, mankind included, are reactions and reﬂexes (that operate without need of a cerebral cortex) that are not in the conscious cognitive problem-solving class of response. There are other biological mechanisms that are at the same level of operation, although of increasing complexity, such as internal biochemical balances and controls, digestion, higher-order sensing (seeing, hearing) and movement (from reﬂexive eyeblink and knee-jerk to walking and manipulation).
Variations to instinct must be bred in and cannot be thought out (see Box 5b for added detail). This distinction between these three separate ‘problem-solving’ strategies (by construction, by instinct, and by learning) available to organisms permits a more controversial but equally useful theoretical stance. It posits that mankind is unique in having no instinct. This position can be reached by deﬁning all the strategies tightly and by eliminating loose terminology. For instance, no organism has a survival instinct – survival is the outcome of all its behaviour, it is not a unit of behaviour in itself.
The proposal that challenges the paradigm has more ‘unknown’ elements, making its assessment, in terms of its likely success and the extent of the possible penalty, a much more difﬁcult and hazardous operation. This may be why even the more modest proposals that were seen to be on the periphery of the paradigm often took months to win acceptance. Conversely some quite major and costly proposals, visibly quite in accord with the prevailing paradigm and therefore quite expected and with their underlying principles understood, got through more easily.
Adaption-Innovation: In the Context of Diversity and Change by M.J. Kirton