Kirton Adaption-Innovation Theory and Its Impact on Organizational Leadership: A Case Study of Healthy Harvest Fresh

Abstract

This case study explores how Kirton’s Adaption-Innovation (KAI) Theory can improve collaboration, leadership alignment, and problem-solving in an intact community-based leadership team. The study examines the leadership group of Healthy Harvest Fresh, an aquaponics greenhouse and educational center, through pre- and post-interviews, KAI assessments, and scaled peer ratings. Before KAI training, participants demonstrated intuitive teamwork but lacked awareness of cognitive diversity, often responding reactively to challenges. After KAI assessment and debriefing, leaders reported improved understanding of their own and other’s problem-solving styles, explicitly referencing adaptive, innovative, coping, and bridging behaviors. Quantitative scaled data revealed greater differentiation and alignment with actual KAI profiles, confirming increased metacognitive awareness. Findings support Kirton’s assertion that recognizing and managing cognitive diversity enhances team cohesion and effectiveness. The study contributes to the limited body of research on KAI application within intact community leadership teams and highlights its potential for organizational leadership training. Recommendations include integrating cognitive diversity reflection into leadership development, intentionally designing cognitively balanced teams, and conducting longitudinal research on the sustainability of these behavioral changes.