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90 PCB007 MAGAZINE I FEBRUARY 2021 novation. Leadership does this by influencing the direction of the organization. Methods in- clude visionary leadership, rethinking, re-en- gineering, and change management. An orga- nization needs both leadership and manage- ment. Leadership without management is me- diocracy; management without leadership is disastrous. Innovation requires abrasion, agility, and resolution [10] . Abrasion is about creating ideas through discussion—sometimes very passion- ate discussions. Abrasion blends team diver- sity and conflict to get the best ideas to the forefront. Agility allows the team to test ideas through discovery-learning. Agility blends structured scientific thinking with the unstruc- tured artistic process. Resolution takes the team from divergent to convergent thinking. Resolution allows the team to combine differ- ent ideas and approaches into the best possible solution. e 3S thinking encompasses three areas that fall under the umbrella of critical thinking: systems, statistical, and scientific thinking. 1. Systems thinking breaks down the value stream into three parts. e system is a collection of interrelated processes. Systemic thinking is a holistic look at the collection of all processes. Systematic thinking is an approach that is organized, step-by-step, scientific, and logical. 2. Statistical thinking views all work as a function process, f(x1…xn), acknowledges variation, σ, exists in all processes, and rec- ognizes that knowledge and management of variation are critical for success. 3. Scientific thinking is a five-step process. ese five steps require the researcher to make observations, propose a hypothesis, design and conduct an experiment, analyze the data, accept or reject the hypothesis, and, if necessary, propose and test a new hypothesis. Scientific thinking promotes logical, not emotional thinking. Human resource practices include employ- ee recruitment, job duties training, employ- ment security, career advancement paths, teamwork opportunities, performance-relat- ed pay, and communication. Critical human resource practices boil down to communica- tion and training. Communication includes establishing an open dialog and developing a culture of trust and collaboration. Training in- cludes teaching employees to use new tools and processes and establish an environment conducive to learning and continuous im- provement. Ultimately, every employee's job, from the janitor to the president, is to "add val- ue and solve problems." Humans are hardwired to solve problems. Teams and teamwork are crucial for continu- ous improvement. Team members, and there- fore each team, have three problem-solving re- sources from which they can draw from. ese problem-solving resources are technical skills or knowledge (What do I know?), intellectu- al capacity (What "horsepower" do I bring?), and cognitive style (How do I prefer to solve problems?). Team members gain knowledge by work- ing with experienced colleagues on various continuous improvement projects. Intellec- tual capacity is an individual's ability to think critically, see connections between disci- plines, and problem solve in changing situa- tions. Cognitive style can be measured, en- abling diversification of continuous improve- ment teams. e Kirton Adaption-Innovation invento- ry (KAI) measures cognitive style. When one applies their skills and intellectual horsepower to a problem, do they prefer creative adaption (Edison) or creative innovation (Einstein)? Dr. M.J. Kirton developed the adaption-in- novation theory in 1976. KAI score distribu- tion range is from 40 (adaption) to 150 (inno- vation) (Figure 2). An individual's KAI score is unaffected by their age, IQ, job level, cul- ture, or educational level. ere is a paradox of structure: We need it to solve problems, but