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Can you answer this riddle? What human trait is......genetically determined...readily apparent in young children...can be reliably measured in teenagers...and does not change with age or experience? If you answered problem-solving style, give yourself a gold star!

Believe it or not, all of us have an innate style that we use to solve problems and make decisions. And, according to one theory, our styles range from high adaption to high innovation. The "Adaption-Innovation" theory was developed by Dr. Michael Kirton, a noted expert in occupational research. Kirton's theory is the subject of more than 90 dissertations and over 400 research papers.

KAI, or Kirton Adaption-Innovation Inventory, is based on the theory. It's considered a highly reliable psychometric tool for measuring how people tend to solve problems, make decisions and express themselves creatively.

How Does KAI Work?

KAI uses a carefully constructed questionnaire to assess whether a person tends to be more "adaptive" or more "innovative." After completing the evaluation, a person receives a KAI score that shows them where they fall along the Adaption-Innovation continuum.

KAI teaches, and research supports, distinctive differences in cognitive style between the Adaptive and Innovative ends of the spectrum. For example, adaptors prefer more structured problem-solving methods and are most comfortable when everyone is in agreement about the process and the solution. They are also more likely to try to solve a problem by working within the current system as opposed to developing a completely new one.

In contrast, innovators are at ease with a less structured problem-solving approach, and don't view a lack of consensus as an obstacle to finding a new solution. Additionally, they tend to look beyond the status quo for solutions, even to the point of overlooking positive aspects of the current system.

KAI and Teamwork

So does this make "innovators" more innovative? Not necessarily. Neither style is more creative, or better at problem-solving or decision-making. Depending on the situation, one style may be more adept at solving the problem at hand. In many cases, however, a team composed of both adaptors and innovators is the most effective--as long as they understand how to work together and respect each other's differences.

On the other hand, research shows that style differences of 20 points or more on the KAI scale lead to communication and trust issues, often affecting a team's ability to work together. For example, the more adaptive person on the team will try to solve the problem meticulously, aided by many details, while the more innovative person will prefer to stay high level and manage the big picture. The innovative person will also be eager to solve the problem by looking at it from unsuspected angles, while the more adaptive person will want to apply tried and tested solutions.

It's not uncommon for team members to mistake these differences in cognitive style ("cognitive gaps") for differences in capacity or ability. This can lead to generalizations ("She's an accountant, she doesn't care about the big picture") and misperceptions ("This idea is just the boss's latest pet project"). Such misunderstandings can lead to interpersonal conflict that seriously damages a team's collaborative ability.

Effective teamwork requires a balance between dynamic "innovative" thinking and risk-minimizing "adaptive" behavior. Understanding cognitive styles is the key to establishing this balance.

Breakthrough Management Group International (BMGI) helps organizations around the world systematically improve processes and increase innovation. For more about BMGI's corporate onsite services, visit http://www.bmgi.com. For open enrollment training, visit http://www.bmguniversity.com.