Quotes About Problem-solving

Building Oracle is like doing math puzzles as a kid.

Doing a little at once can fix something, eventually, but i feel like when you believe something is truly a problem, you throw everything you have at it, because you just can't help yourself.

Do not constantly spend your time complaining about a problem you may be having or may be up against, focus your time toward correcting the problem. Always remember, Time is value!

I have a motto that if something isn't blatantly impossible, then there must be a way of doing it.

Omdat de e-toets van mijn schrijfmachine los zit - in plaats van resoluut in te grijpen en het ding vast te plakken probeer ik hem iedere keer met een splintertje van een lucifer vast te zetten, wat eigenlijk niet zo verwonderlijk is want het valt je pas op als je de machine gebruikt en dan kan je niet gaan plakken - moest ik denken aan een voortand van mij waar ook wat beweging in zit.

The principles of Positive Discipline will help you build a relationship of love and respect with your child, and will help you live and solve problems together for many years to come.

Children do cooperate (most of the time, at least) when they're involved in finding solutions to problems; they will understand "no" when they are developmentally ready; and they listen when parents listen to them and talk in ways that invite listening. Problems are solved more easily when parents use kind and firm guidance until children are old enough to be involved in the process of creating limits and focusing on solutions.

you will work together to find respectful, helpful solutions to the challenges you face, from spilled apple juice to bedtime woes.

so who's more adult- somebody who works like mad to avoid a problem or somebody who works like mad to solve it?

Problems can usually be solved with simple, mundane solutions. That means there's no glamorous work. You don't get to show off your amazing skills. You just build something that gets the job done and then move on. This approach may not earn you oohs and aahs, but it lets you get on with it.

We don't throw more people at problems, we chop problems down until they can be carried across the finish line by teams of three

When you build a product or service, you make the call on hundreds of tiny decisions each day. If you're solving someone else's problem, you're constantly stabbing in the dark. When you solve your own problem, the light comes on. You know exactly what the right answer is.

Everyone on your team should be connected to your customers—maybe not every day, but at least a few times throughout the year. That's the only way your team is going to feel the hurt your customers are experiencing. It's feeling the hurt that really motivates people to fix the problem. And the flip side is true too: The joy of happy customers or ones who have had a problem solved can also be wildly motivating. So

But what if …?" "What happens when …?" "Don't we need to plan for …?" Don't make up problems you don't have yet. It's not a problem until it's a real problem. Most of the things you worry about never happen anyway.

If you decide you absolutely must get together, try to make your meeting a productive one by sticking to these simple rules: Set a timer. When it rings, meeting's over. Period. Invite as few people as possible. Always have a clear agenda. Begin with a specific problem. Meet at the site of the problem instead of a conference room. Point to real things and suggest real changes. End with a solution and make someone responsible for implementing it.

Best of all, this "solve your own problem" approach lets you fall in love with what you're making. You know the problem and the value of its solution intimately. There's no substitute for that. After all, you'll (hopefully) be working on this for years to come. Maybe even the rest of your life. It better be something you really care about.

What distinguishes people who are ten times more effective than the norm is not that they work ten times as hard; it's that they use their creativity to come up with solutions that require one-tenth of the effort.

Jugaad started as the Hindi word for an ultracheap vehicle first fashioned by rural Punjabi carpenters. Having nothing but empty pockets and a problem to solve, the local craftsmen took an old diesel irrigation pump, attached it to a wooden frame, and added wheels and the discarded steering system from a broken-down jeep. They called this jalopy "jugaad," roughly translated as "using few resources and a lot of determination to find an innovative solution to a problem.

I appreciate that. I'm feeling bad too. Let's retrace our steps and think about how this happened. I suspect we may each have contributed to the problem. From your point of view, did I do anything differently this time?

When your real goal is finding the dog, fixing the ceiling, and preventing such incidents in the future, focusing on blame is a waste of time. It neither helps you understand the problem looking back, nor helps you fix it going forward.

Why is it so difficult to decide whether to avoid or to confront? Because at some level we know the truth: If we try to avoid the problem, we'll feel taken advantage of, our feelings will fester, we'll wonder why we don't stick up for ourselves, and we'll rob the other person of the opportunity to improve things.

Step 2: Check Your Purposes and Decide Whether to Raise the Issue • Purposes: What do you hope to accomplish by having this conversation? Shift your stance to support learning, sharing, and problem-solving. • Deciding: Is this the best way to address the issue and achieve your purposes? Is the issue really embedded in your Identity Conversation? Can you affect the problem by changing your contributions? If you don't raise it, what can you do to help yourself let go?

Nothing affects the learning culture of an organization more than the skill with which its executive team receives feedback. And of course, as you move up, candid coaching becomes increasingly scarce, so you have to work harder to get it. But doing so sets the tone and creates an organizational culture of learning, problem solving, and adaptive high performance.

Step 5: Problem-Solving • Invent options that meet each side's most important concerns and interests. • Look to standards for what should happen. Keep in mind the standard of mutual caretaking; relationships that always go one way rarely last. • Talk about how to keep communication open as you go forward.