A Quote by Yves Doz

There is a difficult transition in management from being the knowledgeable expert and the problem solver to becoming a process architect. The importance of good process in organizations is undervalued and people seldom get credited for putting good processes in place. It makes sense therefore that C-level executives don't want to delegate expertise and problem solving tasks which help them to "shine" and attract widespread recognition.
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 problem in Burma is the problem in Egypt, the problem you refer to in Yemen, and the problem in a lot of these countries in the world: that you can get stuck in the process of transition, in what’s been called a competitive authoritarian… a pseudo democratic regime.
The creative process is probably closest to problem solving, but it differs from it in a number of ways. In problem solving the immediate goal is a specific one ... in the creative process there is no such clear goal.
Writing is not magic. It’s a craft, a process, a set of steps. As with any process, things sometimes break down. Even in a good story, the writer runs into problems. So the act of writing always includes problem solving.
It is well known that "problem avoidance" is an important part of problem solving. Instead of solving the problem you go upstream and alter the system so that the problem does not occur in the first place.
I am at my happiest when I'm problem solving and a large part of writing is for me a lovely labor in problem solving. Every act of discovery in writing involves a process of figuring out why I'm not seeing what I need to see. Niggling feelings, discomforts, a sense that you've forgotten or overlooked something, a sudden curiosity about what if here? - these are priceless. They are the bases of problems and lead the way.
When you are solving a difficult problem re-ask the problem so that your solution helps you learn faster. Find a faster way to fail, recover, and try again. If the problem you are trying to solve involves creating a magnum opus, you are solving the wrong problem.
I'm a problem solver. I love people. The more complicated they are, the more I get into them, and I just want to understand what makes them tick.
I'd say I never considered myself a great architect. I'm more of a creative problem solver with good taste and a soft spot for logistical nightmares.
The reward for being a good problem solver is to be heaped with more and more difficult problems to solve
I think being a producer makes you a problem solver, so you kind of go, "Well there's a problem. What do we do? How do we solve it?"
While there have been terrific advances in the state of technology around heuristics, behavior blocking, and things like that, technology is only a part of the approach to solving the problem with the more important aspect involving putting the right process in place.
I think being dead isn't any problem. It's the process of dying which is quite off-putting.
All the things you need in the death transition, you need now in the life transition, because life is a transition, it is a between state. Therefore, every night when you fall asleep, it's like you die. And every time you do, you should be using the process of falling asleep as giving up your attention to sense objects, your discursive ruminating thoughts and so on. You should use that as a process of giving up and giving yourself completely to the universe and becoming completely obliterated.
The distance between the actual developmental level as determined by independent problem solving and the level of potential development as determined through problem solving under adult guidance or in collaboration with more capable peers
Executives run organizations. In business, we need executives who have clarity, people who are in touch with themselves. Then, in leadership and management positions, they can be good role models and leaders. The people I know who have really moved their organizations are scrupulous role models. They are so clear about honesty, integrity, openness, mutual self-respect, dignity for the individual, and creativity, that they don't deviate from these principles at all in their behavior.
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