Your Arts and Skills
Fixing Problems, Creative Problem Solving, Turning Problems Into
has a gift for you in its hands.
Problem solving starts with a burning desire to change something and
an open mind...
There's no use talking
about the problem unless you talk about the
It's not that I'm so smart,
it's just that I stay with problems longer.
There are no prescriptive solutions, no
grand designs for grand problems. Life's solutions lie in the minute
particulars involving more and more individual people daring to create
their own life and art, daring to listen to the voice within their
deepest, original nature, and deeper still, the voice within the earth.
Problems are only opportunities
with thorns on them.
Art does not solve problems but makes us aware
of their existence. It opens our eyes to see and our brain to
The difference between what we do and what
we are capable of doing would suffice to solve most of the world's
The direct use of force is such a poor
solution to any problem, it is generally employed only by small children
and large nations.
A problem is a chance for you to
do your best.
Norman Vincent Peale
Believe it is possible to
solve your problem. Tremendous things happen to the
believer. So believe the answer will come. It will.
Don't dwell on what went wrong.
Instead, focus on what to do next. Spend your energies on moving
forward toward finding the answer.
Problem Solving: Step Out Of Your Shoes
Dr. Robert Schuller
Again and again, the impossible
decision is solved when we see that the problem is only a tough
decision waiting to be made.
Hot heads and cold hearts never solved
Solving in Business
Peter F. Drucker
What is the manager's job? It is to direct
the resources and the efforts of the business toward opportunities for
economically significant results. This sounds trite -- and it is. But
every analysis of actual allocation of resources and efforts in business
that I have ever seen or made showed clearly that the bulk of time,
work, attention, and money first goes to problems rather than to
opportunities, and, secondly, to areas where even extraordinarily
successful performance will have minimal impact on results.
problem solvers by talent and temperament, and by choice. For
them, the new information environment – undermining old means of
control, opening up old closets of secrecy, reducing the relevance
of ownership, early arrival, and location – should seem less a
litany of problems than an agenda for action. Reaching for a way to
energy of his fabled editor Harold Ross, James Thurber said: 'He was
always leaning forward, pushing something invisible ahead of him.'
That's the appropriate posture for a knowledge executive.
Most people spend more time and energy
going around problems than in trying to