Abstract
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.
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