Quotes About Problem-solving

If you find that you are short of funds in the field, remember that any paper can be mind augmented to perform in the place of real money.

I was impressed by the scene in Apollo 13 where the astronauts request confirmation of their calculations and several people at Mission Control dive for their slide rules. For several months after that, my standard response to statements like "We must implement multi-processor object-oriented Java-based client-server technologies immediately!" was "You know, FORTRAN and slide rules put men on the moon and got them back safely multiple times." Tended to shut them up, at least for a moment.

It is not always by plugging away at a difficulty and sticking at it that one overcomes it; but, rather, often by working on the one next to it. Certain people and certain things require to be approached on an angle.

Creativity—that is, inventing your way out of a problem—is definitely the better stance.

When you find you've written yourself into a corner, the thing to do is: remove a wall.

As soon as we started programming, we found out to our surprise that it wasn't as easy to get programs right as we had thought. Debugging had to be discovered. I can remember the exact instant when I realized that a large part of my life from then on was going to be spent in finding mistakes in my own programs.

If it is stupid but it works, it isn't stupid. (a Shin'a'in saying)

If it is stupid but it works, it isn't stupid. (a Shin'a'in saying)

To think like a computer programmer, it helps to be lazy.)

the most effective problem-finders become adept at searching for and identifying patterns.

In real life, according to McNamara, the leader first must discover the problem. He or she must figure out what problem needs to be solved before beginning to make decisions. McNamara explained that identifying the true problem facing an organization often proved to be the most difficult challenge that leaders face. In many instances leaders do not spot a threat until far too late. At times, leaders set out to solve the wrong problem.

the case method typically presents the problem to the student. It describes the situation facing a firm and then frames the decision that must be made. In real life, according to McNamara, the leader first must discover the problem.

The best problem-finders demonstrate intellectual curiosity, embrace systemic thinking, and exhibit a healthy dose of paranoia.

Remember, though, that debugging is as much art as it is computer science [..]

I built a series of supporters that had my back. I never abused that trust. You can't cry wolf. You have to solve most problems yourself.

The best startups generally come from somebody needing to scratch an itch.

Shook and Verble, Managing to Learn.

I believe we can turn around our countrys current, wrong-headed course, if we start basing our actions on ideas, shared values, and a commitment to solve problems without regard for party.

The results of this diagnostic exercise should help you answer the following questions: in what spheres do you most enjoy solving problems?

Remember, no one cares what you want. Focus on delivering more than is expected every time and relieve yourself of the notion that anyone cares about your hopes and dreams. Find a pain point and solve it. It's that simple.

Life is a continuous exercise in creative problem solving.

Questioning leaders are realists and don't inflate the importance of their own efforts. They take the time to drill down into problems by asking questions. Questioning leaders recognize that everyone is needed, and that everyone should serve one another, if the organization is to be successful.

Through questions, leaders seek to learn not only what directly causes the problem or what solutions may work (which is single-loop learning), but also to seek to discover and learn what might be the underlying causes and solutions (double-loop learning) as well as the culture and mindset that create these causes and solutions (triple-loop learning).

Glass shot an irritated glance at Red, who had an uncanny knack for spotting problems and an utter inability for crafting solutions.