Individual's problem solving: adaptation vs. innovation. An study in UPM

Abstract

Mauelshagen et al. reveal that the intellectual capital required for effective environmental policy making is particular diverse and encourage the development of models than can understand the profile of individuals and teams when dealing with collaboration, knowledge transfer and innovation. Furthermore, stakeholders frequently kill novel ideas when those ideas do not fit with the organization?s identity, i.e. organizational actors' enduring sense of who the organization is and what it stands for. The challenges of radical innovation requires architectures that embrace and augment, "hot" cognitive processes and the underlying mechanisms of interactions and innovation is still limited. The objective of our work is to understand the cognitive style of our students when finding solutions as agents of changes, as could be climate change following Kirton Adaptation-Innovation Theory (KAI).