Leadership Problem Solving Style with KAI

Kirton’s Adaption-Innovation Inventory

Combine the KAI
with a 2-Hour Debrief Session
NOW ONLY $997!

Your preferred style of doing, critical thinking and problem solving

Everyone has a preferred way of going about doing things – from how we like to organize our space, through to how we solve complex problems. Some people like rules and routines to follow, others like to be more free-spirited, vary routines and don’t like too many constraints.

However, the majority of us like being in a balance somewhere between “highly organized and structured” and “being totally fluid and boundary-free” – where that balance lies for you, is your natural innate inherent preference. This preference is measured by Kirton’s Adaption Innovation Inventory (the KAI).

ARUDIA — master KAI practitioner

What is Problem-Solving Style (KAI)?

So, KAI measures this preference: how much you like structure in your life – whether at work, rest or play. Your KAI score affects everything you do, from how you cook a meal to how you deal with other people in your life.

It is on a scale from ‘most Adaptive’ (wanting lots of structure, rules and detail) through to ‘most Innovative’ (wanting little structure, few constraints and prefer to take a big-picture view). The majority of us like a moderate amount of structure and information – how much defines your individual, personal style of thinking. KAI measures your thinking (or problem-solving) style.

Read our KAI case studies in full on the KAI Foundation website:

why is the kai important?

The KAI is a powerful tool for fostering self-awareness, improving team effectiveness, and driving organizational success. By understanding how individuals prefer to think and solve problems, organizations can create environments where diverse cognitive styles are not only accommodated but celebrated. This leads to more innovative solutions, smoother workflows, and better overall performance.

The KAI identifies whether someone prefers an adaptive or innovative approach to solving problems:

Adaptors prefer working within established structures, improving existing systems, and following rules.
Innovators tend to challenge norms, think outside the box, and develop novel solutions.

By understanding these preferences, individuals can better understand how they approach challenges and interact with others.

Teams often consist of people with varying cognitive styles. The KAI helps organizations:

Recognize potential conflicts stemming from style differences.
Leverage diverse approaches to enhance problem-solving.
Foster collaboration by appreciating differences rather than seeing them as obstacles.

Leaders can use the KAI to:

Tailor communication and delegation styles to better align with team members’ preferences.
Build more effective teams by balancing adaptive and innovative thinkers.
Manage organizational change by understanding how individuals will respond to new ideas or processes.

Organizations often face challenges that require both incremental improvements and radical innovations. The KAI can help:

Match tasks to individuals with the appropriate cognitive style.
Identify gaps in problem-solving approaches within teams or departments.
Reduce resistance to change by aligning strategies with the cognitive preferences of employees.

On an individual level, the KAI helps people:

Recognize their own strengths and limitations.
Adapt their style to different contexts or challenges.
Develop strategies for working effectively with those who have different problem-solving styles.

Differences in cognitive style can sometimes lead to misunderstandings or friction. The KAI provides a framework for:

Identifying the root cause of conflicts.
Mediating discussions by focusing on how team members can complement each other’s strengths.

Why Use Arudia’s Coaching to Maximize the Value of the KAI

Anne Collier with executive team reviewing programming

Arudia ensures the tool is used effectively, and its insights are applied in a meaningful way

Accurate Explanation
- Arudia ensures the results are accurately explained without bias or misinterpretation. Participants understand that having a particular cognitive style is not about ability but about how they prefer to solve problems and approach change.
Tailored Feedback
- We provide personalized feedback that takes into account the individual’s or team’s unique context, goals, and challenges.
Facilitating Constructive Discussions
- Differences in cognitive style can sometimes lead to misunderstandings or even conflict, especially in team settings.
- Arudia:
  - Creates a safe, neutral environment for discussing differences.
  - Helps team members appreciate and value diverse problem-solving approaches.
  - Mediates conversations to ensure the focus remains on collaboration and growth.
Expertise in Organizational Development
- Arudia has expertise in organizational behavior, psychology, and change management, which allows them to:
  - Align the KAI results with broader organizational goals.
  - Address specific challenges, such as managing resistance to change, fostering innovation, or improving productivity.
Ensuring Ethical Use
- A trained coach ensures the KAI is used ethically and responsibly:
  - Results are kept confidential
  - The tool is not used to label or stereotype individuals but to promote understanding and growth.
  - Participants are encouraged to see the value in all cognitive styles.

Achieving More Together: Results You Can See

“The coaching team at Arudia are outstanding, insightful and supportive. Their use of Kirton’s Adaption-Innovation to help facilitate productive collaboration, effective leadership and optimum outcomes is exemplary. Their work encourages leaders to ensure inclusion, wellbeing and positive cooperation within their teams, using tried and tested techniques, skills and active listening. Anne and Cynthia are a dynamic executive coaching double-act – I highly recommend them and their leadership courses”
From Nicola Kirton, KAI Foundation
“Until my Team used the KAI assessment (which measures problem-solving style) as a team, I never knew why my immediate manager never understood what I was trying to explain. I don’t believe he understood why he didn’t get where I was coming from also. Since the KAI training, we both say which side of the Bell Curve (meaning structured v. unstructured) we are coming from, and we listen to get a complete understanding before we answer. This KAI workshop has been very beneficial for us as a Team”.

“Learning to adapt to different thinking styles was very useful and helpful. The coaching model is also very helpful.”
From our recent program How to Make Sense of (and Navigate) Your Colleagues Including Your Boss.

let arudia help you

The KAI can provide a basis for an Arudia board, leadership or staff retreat or workshop!

special coaching with Kai package contact us