PROBLEM-SOLVING STYLE AND RESILIENCY OF NAVY SEALS: HOW ARE THE MORE ADAPTIVE AND THE MORE INNOVATIVE DIFFERENT

2022 ◽  
pp. 101001
Author(s):  
Dr. Laura S McIntyre ◽  
Dr. Curtis R Friedel ◽  
Dr. Calvin Lathan
2007 ◽  
Vol 101 (7) ◽  
pp. 823 ◽  
Author(s):  
JOHN C. HOUTZ

2009 ◽  
Vol 21 (4) ◽  
pp. 394-399 ◽  
Author(s):  
Emily J. Shaw ◽  
Edwin C. Selby ◽  
John C. Houtz

1994 ◽  
Vol 50 (1) ◽  
pp. 67-84 ◽  
Author(s):  
Kenneth Kressel ◽  
Edward A. Frontera ◽  
Samuel Forlenza ◽  
Frances Butler ◽  
Linda Fish

1991 ◽  
Vol 69 (3_suppl) ◽  
pp. 1071-1074
Author(s):  
Virginia Z. Gordon

It was predicted that those participants who experienced discontinuity (death, divorce, and separations) from their parent(s) in childhood and who had successful careers in adulthood would manifest more innovative than adaptive cognitive styles on the Kirton Adaption-Innovation Inventory. The original research showed 61% of the sample members ( n = 41) experienced family discontinuity. Ninety percent ( n = 37) of the previous participants responded and showed 59% family discontinuity. Fifty-four percent in the follow-up study chose an alternative career path (counterstriving), the same percentage as in the original sample. When both family discontinuity and counterstriving were present, statistically significant innovation scores occurred. Family discontinuity in childhood and a successful career in adulthood are likely to be associated with high striving-motivation and an innovative (paradigm-breaking) problem-solving style.


Author(s):  
Curtis Friedel

When one is asked to put a diverse team together to solve a particular problem, one often thinks of diversity as differences in ethnicity, gender, social economic status, and age. However, one variable not often considered is problem-solving style. Kirton's Adaption-Innovation (AI) theory explains how some people are more adaptive while others are more innovative in their style of solving problems. Because many of today's problems are complex, if not wicked, both more adaptive and more innovative individuals need to work together on teams to solve problems so that unintended consequences of problems may be anticipated. A case study is presented in this chapter providing evidence to suggest distinguishing characteristics of those who are more adaptive or more innovative may be misattributed to nationality or culture, despite evidence of independence between these variables. Finally, Kirton's AI theory is linked to the study of leadership.


1990 ◽  
Vol 24 (2) ◽  
pp. 111-131 ◽  
Author(s):  
MIN BASADUR ◽  
GEORGE GRAEN ◽  
MITSURU WAKABAYASHI

2006 ◽  
Vol 15 (1) ◽  
pp. 70-77 ◽  
Author(s):  
Gillian Paterson ◽  
Kevin Power ◽  
Alex Yellowlees ◽  
Katy Park ◽  
Louise Taylor

1988 ◽  
Vol 2 (1) ◽  
pp. 57-66 ◽  
Author(s):  
Amanda McCombs ◽  
Rex Forehand ◽  
Karen Smith

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