Self-Awareness and Cognitive Style: Relationships Among Adaption-Innovation, Self-Monitoring, and Self-Consciousness

Abstract

Adaption-innovation is a construct of preferred problem-solving style; adaptors work best within clear guidelines and prefer to “do things better”, whereas innovators bridle at structure and prefer to “do things differently”. Adaption-innovation bears considerable putative similarity to self-monitoring and self-consciousness. In this study the relationships among these constructs were explored using the responses of 55 undergraduate students (48 females, 7 males) on the Kirton Adaption-Innovation Inventory (KAI; Kirton, 1976), the Self- Monitoring Scale (Snyder & Gangestad, 1986) and the Self-Consciousness Scale (Fenigstein, Scheier, & Buss, 1975). Higher adaption-innovation scores were significantly and positively associated with higher self-monitoring scores and significantly and negatively associated with social anxiety scores. In addition, multiple regression analyses indicated that the facets of self-consciousness as well as self-monitoring significantly predicted adaption-innovation. The implications of examining cognitive style in relation to interpersonal attributes are discussed.

The effect of dysfunctional conflict on learning performance: The role of cognitive style

“…In the case of R&D staff, those whose job entails the carrying out of research, have been shown to have an intuitive cognitive style. Consequently managers should also train these staff to have competence in analytical cognitive style (Hutchinson, & Skinner, 2007;Jeurissen & Nyklicek, 2001;Neuman & Wright, 1999) so as to improve learning performance.…”

“…Analytic cognitive style is characterized by precision, reliability, efficiency, discipline, and conformity, along with a preference for breaking down a problem, situation, or issue into its constituent parts in order to deal with it (Sadler-Smith, 1999a). Intuitive cognitive style is typified by undisciplined thinking and tangential approaches to tasks and problem solving that draw on a global perspective (Allinson & Hayes, 1996;Hutchinson & Skinner, 2007;Raisinghani, 2000;Rayner & Riding, 1997;Sadler-Smith, 1999a, 1999b. Conflicts produce different levels of learning performance, because of individual variations in information processing (Gardner & Korth, 1998;Kirkman & Roseb, 2000;Simons & Peterson, 2000).…”

“…As process conflict begins to rise to midpoint the learning performance of analytical thinkers starts to fall, because the focus of conflict is ambiguous. Analytical thinkers tend to clarify team goals and approaches through detailed discussions but at this point the simultaneous presence of structure and ambiguity makes clarification difficult (Hutchinson & Skinner, 2007). However, at high levels of process conflict, where much of the structure of task and resource allocation must be created ex nihilo, the ability of analytical thinkers to clarify job tasks and resource allocation through detailed discussions and analysis pays off in higher learning performance (Amason & Mooney, 1999;Amason & Sapienza, 1997;Jehn & Mannix, 2001).…”

“…Studies of conflict within teams have pointed to cognitive style being an important factor in shaping and moderating team internal conflicts (De Dreu & Weingart, 2003). In the context of dissimilar cognitive styles, conflicts will have different effects on learning performance, because of individual variations in information processing (Gardner & Korth, 1998;Hutchinson & Skinner, 2007;Kirkman & Roseb, 2000;Simons & Peterson, 2000). This research is aimed at addressing this issue by shedding light on whether cognitive styles moderate the relationship between conflict and learning performance.…”

Influence of cognitive style on mobile payment system adoption: An extended technology acceptance model

“…According to Kirton (2003), cognitive style is founded on problem solving skills and creativity. Hutchinson & Skinner (2007) reported adoption-innovation is the constructs of cognitive style which can assume individual's problem solving behavior [4]. Kwang et al (2005) suggested that innovators have a propensity to repair the activity [5].…”