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A problem statement is a description of an issue to be addressed, or a condition to be improved upon. It identifies the gap between the current problem and goal. The first condition of solving a problem is understanding the problem, which can be done by way of a problem statement. [1]
The Problem Frames Approach includes concepts for describing classes of problems. A recognized class of problems is called a problem frame (roughly analogous to a design pattern). In a problem frame, domains are given general names and described in terms of their important characteristics.
The frame problem is the problem of finding adequate collections of axioms for a viable description of a robot environment. [ 1 ] John McCarthy and Patrick J. Hayes defined this problem in their 1969 article, Some Philosophical Problems from the Standpoint of Artificial Intelligence .
Problem shaping means revising a question so that the solution process can begin or continue. It is part of the larger problem process that includes problem finding and problem solving . Problem shaping (or problem framing) often involves the application of critical thinking .
Frame the “Right” Problem The problem must be broadly stated so that it will lead to many possibilities, and must be one where there can be no single answer. A litmus test for a problem statement: 1. It should be short and memorable—almost like a vision statement (25 words or less). 2. It should be about realizing opportunities. 3.
Problem solving is the process of achieving a goal by overcoming obstacles, a frequent part of most activities. 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 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.
This frame implies that removing one underachieving or corrupt official from an institution will solve a given problem; an opposing frame presents the same problem as systematic or structural to the institution itself—a source of infectious and spreading rot. [80]