A Quote by Joshua Schachter
You have to solve a problem that people actually have. But it's not always a problem that they know they have, so that's tricky.
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We cannot solve a problem by saying, "It's not my problem." We cannot solve a problem by hoping that someone else will solve it for us. I can solve a problem only when I say, "This is my problem and it's up to me to solve it."
It's my opinion that, if Barack did want to solve the gang problem, number one would be to work with people from the inside out, people who can actually give him an accurate analysis of the problem in L.A., because they're in it or at one point were a part of it, and now they're workin' to change it, and redirect the energy and the focus of it. And then consciously take steps to solve the problem.
People have been trying to do kind of natural language processing with computers for decades and there has only been sort of slow progress in that in general. It turned out the problem we had to solve is sort of the reverse of the problem people usually have to solve. People usually have to solve the problem of you're given you know thousands, millions of pages of text, go have the computer understand this.
It's my opinion that, if Barack did want to solve the gang problem, number one would be to work with people from the inside out, people who can actually give him an accurate analysis of the problem in L.A., because they're in it or at one point were a part of it, and now they're workin' to change it, and redirect the energy and the focus of it. And then consciously take steps to solve the problem. But I don't feel like zero tolerance, strict laws, locking everybody up is a viable means to stop that problem.
You can't solve a problem? Well, get down and investigate the present facts and [the problem's] past history! When you have investigated the problem thoroughly, you will know how to solve it.
There are always those who say legislation can't solve the problem. There is a half-truth involved here. It is true that legislation cannot solve the whole problem. It can solve some of the problem. It may be true that morality can't be legislated, but behavior can be regulated.
Solving the population problem is not going to solve the problems of racism, of sexism, of religious intolerance, of war, of gross economic inequality. But if you don't solve the population problem, you're not going to solve any of those problems. Whatever problem you're interested in, you're not going to solve it unless you also solve the population problem. Whatever your cause, it's a lost cause without population control.
There is first of all the problem of the opening, namely, how to get us from where we are, which is, as yet, nowhere, to the far bank. It is a simple bridging problem, a problem of knocking together a bridge. People solve such problems every day. They solve them, and having solved them push on.
When you have a thousand children that die a day from lack of drinking water, that's a crisis and that's a crisis that we - we collectively as the world - know how to solve that problem. We know what it takes but we haven't had the will internationally to solve that problem.
The best thing that can happen to a human being us to find a problem, to fall in love with that problem, and to live trying to solve that problem, unless another problem even more lovable appears.
You know you can usually solve almost any problem, or you'll realize you can't, but usually you can solve almost any problem through some sort of trickery one way or another and get the shot to work, but you know when to give up.
The truth of the matter is, we're not far away from where we should be. We can complain about the problem or we can go out and solve the problem. I choose to go out and try to solve the problem.
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.
The conservation of natural resources is the fundamental problem. Unless we solve that problem it will avail us little to solve all others.
I'm comfortable with bad news. I feel confident in my ability to solve the problem if I know that there's a problem.
Whether you were talking about Pillsbury, Burger King, Godfather's, the National Restaurant Association, in each one of those situations, I had a daunting problem that I had to solve. And I used the same business principles to approach the problem and, more importantly, solve the problem in every one of the situations.
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