The Leader's Dilemma: To Adapt or to Innovate When Leading Across Boundaries

Session Submission Type: Panel Discussion

Short Description

When leaders decide to solve a problem, they are confronted with two options: either adapt and choose a paradigm consistent solution focused on efficiency, or innovate and choose a paradigm breaking solution focused on being different. Panelists from various disciplines will use Adaption-Innovation (A-I) theory to examine the role of leaders as problem solvers in organizations facing complex, if not wicked, problems.

Detailed Abstract

The dynamic nature of problems facing leaders today is greater than ever before, as is the diversity of teams charged with resolving these complex, and often wicked problems (Grint, 2005). But, through examining the systems in which the problem resides, the problem-solving leader has two choices in which to base solutions: make the system more efficient through honing of internal policies and procedures, thereby changing the structure of the system (adaption); or alter the system first and then build the support systems in place for effect (innovation). Kirton’s A-I theory (2011) not only provides insight into this dilemma the leader faces, but has also explains how we each have a preference in solving problems more adaptively or more innovatively. This preference can be accurately measured, is innate, and unrelated to intelligence, motivation, skill set, and training. The panel will present the differences between people who are more adaptive and those who are more innovative in the context of diversity of thought, working in teams, and the management of organizational change. Additionally, case studies will offer a practical context for understanding problem-solving preferences, and panelists will provide suggestions for how more adaptive and more innovative individuals may work together to solve problems.

Panelist 1: The first panelist will discuss how individuals have a preference to solve problems, either more adaptively or more innovatively. This preference to solve problems can be accurately measured on a 128-point scale using the Kirton Adaption-innovation Inventory (KAI). This problem solving style is independent from intelligence, motivation, and capability, with no apparent connection to culture or ethnicity (Kirton, 2011). Individual problem solving style and group cognitive climate are factors that heavily contribute to how the team or organization prefers to adapt or innovate. After discussing trait characteristics of more adaptive and more innovative individuals, the panelist will integrate A-I theory with systems theory and how specific techniques may be used by both more adaptive and more innovative leaders to solve problems.The panelist will conclude with the relationship between progress in implementing solutions and the paradox of structure in managing systems (Jablokow, 2005).

Panelist 2: The second panelist will redefine leadership as it relates to management by suggesting many distinctions between leadership and management are pejorative in light of A-I theory. However framing leadership in the context of problem solving, removes the need to distinguish between leadership and management, but whether or not solutions are paradigm consistent, or paradigm breaking. Kirton (2011) posits in applying A-I theory to leadership, that because we all solve problems, we all create change and are agents of change; therefore we are all leaders. This panelist will examine the problem-solving process in light of A-I theory and demonstrate how more adaptive and more innovative people differ in their perception of the problem as agents of change. Further, leadership is the agreement of each agent of change in the group agreeing on the perception of the problem (Friedel, 2014).

Panelist 3:The third panelist will discuss how Kirton’s AI theory not only provides self-awareness of problem-solving style, but also predicts team dynamics given the KAI scores of a team members working together to solve a problem. If individuals share a point gap of more than 20 points along the adaption-innovation continuum, team members solving a problem together will have difficulties in communicating, working together, and trusting each other if they do not learn to cope (Kirton, 2011). This panelist, with experiences in teaching leadership, adaption, and innovation, will discuss how teams must not only manage the process of solving the problem (Nickerson, 1999), but also manage the process of leading each other (Bass, 1991). Case studies from personal consulting will be used as example to showcase how more adaptive and innovative individuals work together to succeed in solving problems, or fail due to inability to manage each other’s differences.

Panelist 4: The fourth panelist will examine A-I theory as it relates to solving wicked problems and will offer suggestions to how more adaptive and more innovative individuals can work together to not only solve problems, but anticipate the unintended consequences. Grint (2005) suggests that when solving wicked problems, the leader should not start by providing answers, or applying innovation, but to start asking questions. Appreciative inquiry may provide a framework to ask questions for solving wicked problems (Cooperrider & Srivastva, 1987), while a balance of more adaptive and more innovative individuals would suffice to anticipate unintended consequences resulting from solutions to wicked problems (Merton, 1936). With experiences in teaching and research in problem solving and social change, this panelist will highlight a conceptual framework to utilize more adaptive and more innovative individuals to solve wicked problems together, and discuss implications for research and social change movements.

This panel of professionals represents experienced researchers and practitioners from various disciplines. Each has a unique lens through which to discuss problem-solving style, A-I theory, and the management of change. Upon the conclusion of the panelists’ presentations, session attendees will have the opportunity to engage panelists in a question and answer session, exploring their understanding and application of A-I theory within the context of leadership development.

Sub Unit

• Leadership Development

Chair

• Tinesha Woods-Wells, Virginia Tech

Presenters

• Curtis R. Friedel, Virginia Tech

• James Anderson, Virginia Tech

• Sarah Hanks, Virginia Tech

• Eric K. Kaufman, Virginia Tech