A Quote by Elizabeth Thornton

When there is a problem, always identify and evaluate your underlying assumptions that may be contributing to the problem or preventing you from seeing the problem clearly.
The most important part of aligning various expectations is to clearly describe the problem you are trying to solve and identify at least three different ways diverse users experience this problem. The more diverse your team, the better you'll be at doing this.
The problem with public school is not overcrowding in the classroom. The problem is not teacher unions. The problem is not underfunding or lack of computer equipment. The problem is your damn kids.
The problem is not the problem. The problem is your attitude about the problem. Got that? -Coach Brevin
Where should I start? Start from the statement of the problem. ... What can I do? Visualize the problem as a whole as clearly and as vividly as you can. ... What can I gain by doing so? You should understand the problem, familiarize yourself with it, impress its purpose on your mind.
Finally, imagine that you've really worked hard on yourself and become a level 10 person. Now, is this same level 5 problem a big problem or a little problem? The answer is that it's no problem. It doesn't even register in your brain as a problem. There's no negative energy around it. It's just a normal occurrence to handle, like brushing your teeth or getting dressed.
A great discovery solves a great problem, but there is a grain of discovery in the solution of any problem. Your problem may be modest, but if it challenges your curiosity and brings into play your inventive faculties, and if you solve it by your own means, you may experience the tension and enjoy the triumph of discovery.
Engineers have a certain mindset of how they approach problem solving. That's basically what engineers are: problem solvers. You identify the problem. Then you design a process to solve the problem. Then you execute the process and repeat it over and over until you get it right.
Let me take some pressure off. Your problem is not discipline. Your problem is not organization. Your problem is not that you have yet to stumble upon the perfect schedule. And your problem is not that the folks at home demand too much of your time. The problem is this: there’s not enough time to get everything done that you’re convinced—or others have convinced you—needs to get done.
If we want to impact hundreds - or millions - of people, we have to do things differently. If we look at the problem as an infrastructural problem, we cannot make an impact because it requires a lot of effort. But when we convert this problem into a knowledge problem, suddenly the problem is manageable.
You know how it always is, every new idea, it takes a generation or two until it becomes obvious that there's no real problem. It has not yet become obvious to me that there's no real problem. I cannot define the real problem, therefore I suspect there's no real problem, but I'm not sure there's no real problem.
When you start looking at a problem and it seems really simple, you don't really understand the complexity of the problem. Then you get into the problem, and you see that it's really complicated, and you come up with all these convoluted solutions. That's sort of the middle, and that's where most people stop... But the really great person will keep on going and find the key, the underlying principle of the problem - and come up with an elegant, really beautiful solution that works.
If people are not sharing their faith in your church, if they're not having a quiet time, if they're not living godly lives, then you need to change your style of preaching. You are obviously not seeing lives changed through the Word of God. So what is the problem? The problem isn't the Word. The problem is your preaching style.
I see the war problem as an economic problem, a business problem, a cultural problem, an educational problem - everything but a military problem. There's no military solution. There is a business solution - and the sooner we can provide jobs, not with our money, but the United States has to provide the framework.
You may have problems to solve but for every problem there is always a solution. It's a positive-and-negative thing: you can't have a problem without there being a solution. There always is. Your job is to find it.
My mother used to say, If other people have a problem with you, that's their problem. It's not your problem. I still have that philosophy today.
Design is a response to a specific problem. You are given a problem to solve, and then you let the problem itself tell you what your solution is.
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