Arab Open University
Faculty of Business Studies
T205 – Systems Thinking: Principles and Practice
This summary covers the following:
Concept file 2 (The Individual):
Readings 1 to 5
العناوين باللون الفوشي منقولة من ملخص د.عصفور ،،،
(((Concept file two\ Indivedual\\\\Reading 4 People are different))) page 15
Adaptors and innovators
During the 1960s, the psychologist Michael Kirton began to explore a dimension of thinking which helped to explain some of the different ways in which people approach decision making, problem solving and creativity, and their reactions to different working environments.
He developed a questionnaire called the Kirton Adaption-Innovation Inventory (KAI) which measures where an individual’s thinking style is located on this dimension.
The people whose scores fall towards one end of his dimension he called innovators and those scores fall towards to the other he called adaptors. There is a continuous contribution of scores between these two extremes.
Adaptors do it better, innovators do it differently
Kirton Adaption-Innovation Inventory
Summary of the main differences between high adaptors and high innovators High Adaptor
| High Innovator
Prefer open loop control strategy.
| Prefer closed loop control strategy.
| Adaptors tend to see themselves as supportive, practical, stable, methodical, co-operative, safe, etc.
| Innovators tend to see themselves as full of ideas, energetic, challenging, open to change, intuitive, not hanging on to the past, and risky.
| They prefer stable and well-structured working environments.
| Prefer an unstructured and often changing working environment, and may not place much value on established procedures and conventions.
| Seeks solutions to problems in triedمجربة and understood ways.
| Questions basic assumption.
| Resolves problems by introducing improvements and increased efficiency (doing things...
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