Behavioral Implications of Adaption-Innovation: Ii. Adaption-Innovation and Motivation for Uniqueness

Skinner, Nicholas F.

doi:10.2224/sbp.1996.24.3.231

Cited by 15 publications

(10 citation statements)

References 5 publications

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“…Importantly, the TAC has been derived from soundly developed factors that can be easily measured (Bowles, 2006(Bowles, , 2010 compared with other theoretical descriptions of behaviour and change. The TAC is also an advance on the single dimensional model of the link between innovation and adaptation proposed by Kirton (1976Kirton ( , 2000Skinner, 1989Skinner, , 1996Martin et al, 2012;Smith et al, 1989).…”

Section: Discussionmentioning

confidence: 99%

“…A second description of change typologies is provided by Kirton (, ), who argued that the adaptation theory is founded on the assumption that all people have to solve problems and that they differ in relation to how ordered and creative they are in doing so (Kirton, ). There are two typologies of change according to Kirton, with adaptive individuals at one end of the continuum and innovative individuals at the other (Kirton, , , ; Skinner, , ; Skinner & Drake, ; Smith, Hill, & Barber, ). The adaptors are individuals who use familiar techniques and use previously articulated strategies to guide the process to a solution.…”

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Towards Positive Adaptive Change: The Association of Three Typologies of Agency With Motivational Factors

Bowles

Hattie

2013

Australian Psychologist

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There have been many models of change, and generally they involve eight major factors: openness to opportunity, visualisation, planning, action, closure, social support, inner drive, and management of negative emotions. In this article, the question of whether groups of people vary in their application of these factors is considered. Using responses from 248 participants (154 females and 94 males; aged 18-79), cluster analysis was used to show the number of factors that are used in change scenarios. There were three groups based on the change factors: a stabiliser group, who preferred stability and were moderate to low on all factors of change; a group of adaptors, who had middle-ranging scores on all eight factors; and a group of innovators, who had elevated scores on all factors. There was a statistically significant difference between the group scores of stabilisers, adaptors, and innovators on all eight factors, and there were important relations between these three groups and motivation, self-efficacy, excuse making, and procrastination. What is already known on this topic1 Previous research has defined eight factors that facilitate adaptive change and are expected to prompt an adaptive response to stress. 2 The eight factors of adaptive change-openness to opportunity, visualisation, planning, action, closure, social support, inner drive, and management of negative emotions-correlate with motivational factors, for example, excuse making, procrastination, and self-efficacy. 3 Researchers have proposed that people usually fit into one of two or three typologies of combinations of factors when they seek to or have to change. What this paper adds1 Three groups were defined by this research: a group of stabilisers, who were low to moderate on factors of adaptive change; a group of innovators, who were consistently high on the eight factors of change; and a group called adaptors, who scored middle range on all of the adaptive change factors. 2 Of the three groups, innovators were least procrastinating and excuse making and were the most efficacious, followed by the adaptors and innovators. 3 Each typology was considered to be capable of making a positive contribution to change processes depending on the context and cause of the change.Individuals differ in their capacity to function, adapt, and change. The aim of this research is to investigate the patterns of change behaviour using the factors of the adaptive change model (ACM; Bowles, 2006Bowles, , 2010. The ACM is a transtheoretical model (TTM) that comprised eight factors that can be applied to facilitate situations of growth, learning, and difference during distressful or challenging situations. These factors are openness to opportunity, visualisation, planning, action, closure, social support, management of negative emotion, and inner drive.

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Section: Discussionmentioning

confidence: 99%

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confidence: 99%

Towards Positive Adaptive Change: The Association of Three Typologies of Agency With Motivational Factors

Bowles

Hattie

2013

Australian Psychologist

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“…Given its grounding in concepts like autonomy and nonconformity, it is surprising that so little research has been done to link this concept with creativity. One study related the need for uniqueness to the concept of innovation (Skinner, 1996) and one Japanese study linked it to divergent thinking tasks (Okamoto & Takaki, 1992). Almost by definition, creators place great value on what is highly original and different from what has gone before.…”

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confidence: 99%

Need for Uniqueness, Need for Cognition, and Creativity

Dollinger¹

2003

Journal of Creative Behavior

160

144

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This study examined two neglected dispositional contributions to creativity, namely needs for uniqueness and cognition. Multiple measures of creativity were used including an inventory of creative accomplishments, preference for complex visual figures (a measure similar to the Barron‐Welsh Art Scale), unconventional rather than popular word associations, and consensually‐assessed creative products. The latter included creative drawing, creative writing (a TAT story), richness of a photo essay about the self and the vividness of a recent dream. The predictors independently made significant contributions to creativity.

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“…Previous research has shown t hat stable patterns of behavi or consistently distinguish adaptors from innovators (e.g., Carne & Kirton, 1982;Goldsmith, 1984;Keller & Ho lland, 1978;Kirton, 2000;Skinner, 1989Skinner, , 1996. Adaptors solve problems using familiar and clearly articulated techniques or st rategies; innovators are im patient with traditional procedures o r rules, preferring novel and r elatively unstructured methods for the solution of problems.…”

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confidence: 99%

Behavioral Implications of Adaption-Innovation: Iii. Adaption-Innovation, Achievement Motivation, and Academic Performance

Skinner¹,

Drake²

2003

soc behav pers

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Adaptors prefer to solve problems by applying clearly articulated rules or procedures within familiar paradigms, whereas innovators prefer to avoid structure and think“outside the box”(Kirton, 1976). In the present study using the Kirton Adaption-Innovation Inventory (Kirton, 1991), adaptors scored significantly higher than innovators in a multiple-choice examination, reflecting the“fit”between the adaptors'cognitive style and the nature of the problems to be solved (i.e., structured, convergent questions). However, despite apparent temperamental similarities between adaptors and individuals with a high need to achieve (e.g., both groups are conforming and persistent, and prefer moderate levels of risk), the hypothesis that adaptors would have higher levels of achievement motivation than innovators was not supported, possibly due to shortcomings inherent in Mehta's (1969) Achievement Motivation Inventory and/or difficulties in adapting Mehta's instrument for this research.

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Behavioral Implications of Adaption-Innovation: Ii. Adaption-Innovation and Motivation for Uniqueness

Cited by 15 publications

References 5 publications

Towards Positive Adaptive Change: The Association of Three Typologies of Agency With Motivational Factors

Towards Positive Adaptive Change: The Association of Three Typologies of Agency With Motivational Factors

Need for Uniqueness, Need for Cognition, and Creativity

Behavioral Implications of Adaption-Innovation: Iii. Adaption-Innovation, Achievement Motivation, and Academic Performance

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