Adaptors and Innovators: Differing Approaches to Designing Organizational Change Interventions
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.
Korth, S., & Pettigrew, A. (1999). Adaptors and innovators: Differing approaches to designing organizational change interventions. Psychological Reports, 85(2), 633-645
Korth, Sharon J. and Pettigrew, A. C., "Adaptors and Innovators: Differing Approaches to Designing Organizational Change Interventions" (1999). Faculty Scholarship. Paper 7.