Abstract Adaption—innovation theory makes fundamental predictions about the differences in cognitive style of adaptors and innovators. It draws particular attention to the potential for conflict when adaptors and innovators are involved in decision-making and problem-solving in organizations. This paper reports a test of hypotheses derived from the theory in the context of a full-time MBA course for mid-career managers. It draws conclusions relating to the validity of the theory and its implications for the training of these and similar managers in transition.