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Problems in need of solutions range from simple personal tasks (e.g. how to turn on an appliance) to complex issues in business and technical fields. The former is an example of simple problem solving (SPS) addressing one issue, whereas the latter is complex problem solving (CPS) with multiple interrelated obstacles. [1]
The problem for graphs is NP-complete if the edge lengths are assumed integers. The problem for points on the plane is NP-complete with the discretized Euclidean metric and rectilinear metric. The problem is known to be NP-hard with the (non-discretized) Euclidean metric. [3]: ND22, ND23
Can you vary or change your problem to create a new problem (or set of problems) whose solution(s) will help you solve your original problem? Search: Auxiliary Problem: Can you find a subproblem or side problem whose solution will help you solve your problem? Subgoal: Here is a problem related to yours and solved before
To find all solutions, one simply makes a note and continues, rather than ending the process, when a solution is found, until all solutions have been tried. To find the best solution, one finds all solutions by the method just described and then comparatively evaluates them based upon some predefined set of criteria, the existence of which is a ...
Problem/solution: Recommends a new, improved solution to a nagging business problem. This type is best used to generate leads at the top of the sales funnel or the start of the customer journey, build mind share , or inform and persuade stakeholders, building trust and credibility in the subject. [ 12 ]
This should also not be used as an oppose rationale when a proposal really does seek to improve Wikipedia, even if it does not directly address any 'problem'. In some cases, a proposed change may be of interest to only a small section of users, resulting in conflicting views on whether the proposal is a solution-looking-for-a-problem or not.
The inventor's paradox is a phenomenon that occurs in seeking a solution to a given problem. Instead of solving a specific type of problem, which would seem intuitively easier, it can be easier to solve a more general problem, which covers the specifics of the sought-after solution.
The MSF was first proposed by John W. Kingdon to describe the agenda setting stage of the policy making process. [1] In developing his framework Kingdon took inspiration from the garbage can model of organizational choice, [2] which views organizations as anarchical processes resulting from the interaction of four streams: 1) choices, 2) problems, 3) solutions, and 4) energy from participants.