Quotes About Problems

Education will not (take the place of persistence); the world is full of educated derelicts. Persistence and determination alone are omnipotent. The slogan 'press on' has solved and always will solve the problems of the human race.

They criticize me for harping on the obvious; if all the folks in the United States would do the few simple things they know they ought to do, most of our big problems would take care of themselves.

The great problems of life—sexuality, of course, among others—are always related to the primordial images of the collective unconscious. These images are really balancing or compensating factors which correspond with the problems life presents in actuality. This is not to be marveled at, since these images are deposits representing the accumulated experience of thousands of years of struggle for adaptation and existence.

The greatest and most important problems of life are all in a certain sense insoluble. They can never be solved, but only outgrown.

Most learning problems exist not within the child but in the inadequacy of the system to find a way to teach them.

Instead of tinkering with style, for better or worse, churches need to deal, in a serious way, with the content of their teaching. Specifically, they need to find effective ways to rescue people from their life-and-death spiritual problems, particularly those that are characteristic of our age.

feedback from right-to-left at all stages of the value stream, amplifying it to ensure that we can prevent problems from happening again or enable faster detection and recovery.

But problems, like dog poop left in the rain, rarely get better just by ignoring them.

The Fourth Ideal is Psychological Safety, where we make it safe to talk about problems, because solving problems requires prevention, which requires honesty, and honesty requires the absence of fear.

You know, we're struggling, too. We've never had so many problems hitting our ship dates. My engineers keep getting pulled off of feature development to handle escalations when things break. And deployments keep taking longer and longer. What used to take ten minutes to deploy starts taking an hour. Then a full day, then an entire weekend, then four days. I've even got some deployments that are now taking over a week to complete.

In our world, Development and IT Operations are adversaries; testing and Infosec activities happen only at the end of a project, too late to correct any problems found; and almost any critical activity requires too much manual effort and too many handoffs, leaving us to always be waiting.

problems, like dog poop left in the rain, rarely get better just by ignoring them.

Innovation and learning occur at the edges, not the core. Problems must be solved on the front-lines, where daily work is performed by the world's foremost experts who confront those problems most often.

Lean defines two types of customers that we must design for: the external customer (who most likely pays for the service we are delivering) and the internal customer (who receives and processes the work immediately after us). According to Lean, our most important customer is our next step downstream. Optimizing our work for them requires that we have empathy for their problems in order to better identify the design problems that prevent fast and smooth flow.

It is ignorance that is the mother of all problems, and the only thing that can overcome it is learning.

If you don't find problems quickly, you end up finding them months later. By then, the problem is lost in all the other changes that every other developer made, so the link between cause and effect disappears without a trace.

the Third Ideal is Improvement of Daily Work. It is the dynamic that allows us to change and improve how we work, informed by learning. As Sensei Dr. Steven Spear said, 'It is ignorance that is the mother of all problems, and the only thing that can overcome it is learning.

Maxine loves coding and she's awesome at it. But she knows that there's something even more important than code: the systems that enable developers to be productive, so that they can write high-quality code quickly and safely, freeing themselves from all the things that prevent them from solving important business problems.

Feedback loops not only enable quick detection and recovery of problems, they also inform us on how to prevent these problems from occurring again in the future. Doing this increases the quality and safety of our system of work, and creates organizational learning.

By seeing problems as they occur and swarming them until effective countermeasures are in place, we continually shorten and amplify our feedback loops, a core tenet of virtually all modern process improvement methodologies. This maximizes the opportunities for our organization to learn and improve.

work can bounce between teams endlessly due to incomplete information, or work can be passed onto downstream work centers with problems that remain completely invisible until we are late delivering what we promised to the customer or our application fails in the production environment.

Automated testing helps developers discover their mistakes quickly (usually within minutes), which enables faster fixes as well as genuine learning-learning that is impossible when mistakes are discovered six months later during integration testing, when memories and the link between cause and effect have long faded. Instead of accruing technical debt, problems are fixed as they are found, mobilizing the entire organization if needed, because global goals outweigh local goals.

To mitigate these types of problems, we strive to reduce the number of handoffs, either by automating significant portions of the work or be reorganizing teams so they can deliver value to the customer themselves, instead of having to be constantly dependent on others.

Complex work is managed so that problems in design and operations are revealed.