THE KIRTON ADAPTION-INNOVATION INVENTORY AND GROUP-PROBLEM SOLVING SUCCESS RATES

The findings are the result of a four year study tracking the problem solving success rates of 952 managers comprising 119 different 8-perso n teams: each team consisting of a 4-member planning team and a 4-memb er implementing team. Unknown to the participants, each subteam was ar ranged according to their Kirton Adaption Innovation Inventory (KAI) i nto homogeneous subteams either similar to or dissimilar from the othe r subteam. It was found that coordination of subteam role (task) with KAI type significantly increased group success rates, and that placing KAI types outside of role preference resulted in significantly lower success rates. An exception to the subgroup role results occurred when the KAI types were performing tasks outside of their preferred style, and the KAI subgroup means were similar. In this case, significantly elevated success rates were found, probably due to enhanced interteam communication.