A Quote by Piet Pieterszoon Hein
We shall have to evolve problem-solvers galore since each problem they solve creates ten problems more.
Related Quotes
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.
Cities are never random. No matter how chaotic they might seem, everything about them grows out of a need to solve a problem. In fact, a city is nothing more than a solution to a problem, that in turn creates more problems that need more solutions, until towers rise, roads widen, bridges are built, and millions of people are caught up in a mad race to feed the problem-solving, problem-creating frenzy.
We are more than our problems. Even if our problem is our own behavior, the problem is not who we are-it's what we did. It's okay to have problems. It's okay to talk about problems-at appropriate times, and with safe people. It's okay to solve problems. And we're okay, even when we have, or someone we love has a problem. We don't have to forfeit our personal power or our self-esteem. We have solved exactly the problems we've needed to solve to become who we are.
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."
A solved problem creates two new problems, and the best prescription for happy living is not to solve any more problems.
Science can never solve one problem without raising ten more problems.
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.
The real problem is what to do with the problem-solvers after the problems are solved.
Business is a string of seemingly impossible problems looking for solutions. Each problem you solve creates a new barrier to entry for your next competitor.
It's much more interesting to watch someone who is ill-equipped to solve their problem fight to solve their problem than wallow in the knowledge that they're ill-equipped to solve their problems.
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.
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.
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.
We look at problems happening halfway across the world and we think, 'Well, that's their problem.' But it's not. ... When you solve somebody else's problem, you're solving a problem for yourself because our world today is so interconnected.
If I only try to solve the problems I set for myself, then I'm limited by what I can conceive of. I can't solve a problem I can't conceive. But if someone else gives me a visual problem, it can be out of the whole realm of my normal practice.
...methods are more important than facts. The educational value of a problem given to a student depends mostly on how often the thought processes that are invoked to solve it will be helpful in later situations. It has little to do with how useful the answer to the problem may be. On the other hand, a good problem must also motivate the students; they should be interested in seeing the answer. Since students differ so greatly, I cannot expect everyone to like the problems that please me.
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