Adaptors and Innovators

Differing Approaches to Designing Organizational Change Interventions

Bibliographic Data

ID13662900
AuthorsSharon J Korth (Xavier University, corresponding author), Amy C Pettigrew (University of Cincinnati)
Year1999
Volume85
Issue2
Pages633-645
Publication date1999-10-01
Open AccessYes
TypeARTICLE
VenuePsychological Reports (JOURNAL)
Journal identifiersISSN: 0033-2941 • E-ISSN: 1558-691X
PublisherSAGE Publishing (PUBLISHER • US)
DOI10.2466/pr0.1999.85.2.633
OpenAlexW2076770717
LanguageEN
References cited19

The purpose of this preliminary study was to explore the role of cognitive style and problem-solving in terms of what are similarities and differences among experienced practitioners of human resource development in their approaches to organizational change interventions and what is the relationship, if any, between these approaches and Kirton's characterizations of adaptors and innovators. Qualitative analysis of responses from 10 persons to a hypothetical scenario supported Kirton's Adaption-Innovation theory. The 2 Adaptors accepted the given problem and solution and described creative ways to design traditional classroom-based training. The 8 Innovators challenged the assumptions in the scenario, found creative ways to restructure the problem, and proposed nontraditional learning interventions

Business · Cognition · Cognitive restructuring · Creative problem-solving · Creativity · Knowledge management · Management science · Organizational change · Organizational learning · Political science · Psychological intervention · Public relations · Resource (disambiguation · Restructuring · Style (visual arts · Complex Systems and Decision Making · Computer Science · Creativity in Education and Neuroscience · Engineering · Organizational Learning and Leadership · Psychology · Social Psychology

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