My favorite kind of problem is a solvable problem. I know a lot of people who just brute force or deal with their issues, but I try to notice pain points and deal with them. This isn’t just an AI thing, this is a life thing.
Interesting point, and fair enough. Start from the friction points. Like w open data [[Open data begint buiten 20200808162905]]
To get better at show and tell, start by being clear about the action that should flow from your problem solving and findings: the governing idea for change. Then find a way to present your logic visually so that the path to answers can be debated and embraced. Present the argument emotionally as well as logically, and show why the preferred action offers an attractive balance between risks and rewards. But don’t stop there. Spell out the risks of inaction, which often have a higher cost than imperfect actions have.
Problem çözümü ve akış şemasını açık bir şekilde belirt.
Anlaşılabilecek ve üstünde tartışılabilecek bir görsel şeklinde sun.
Argümanı mantıki ve duygusal olarak sun
Aksiyomun riskler ve ödüller arasında neden seçilebilir bir denge unsuru olduğunu ifade edin.
Aksiyom almamanın sonuçlarını belirtin.
The most elegant problem solving is that which makes the solution obvious. The late economist Herb Simon put it this way: “Solving a problem simply means representing it so as to make the solution transparent.” 10
En iyi problem çözümü sorunu açıklayarak çözümü herkesçe görünür hale getirmektir.
Good problem solving typically involves designing experiments to reduce key uncertainties. Each move provides additional information and builds capabilities.
Problem çözme belirsizliği azaltmak için deneyler oluşturmayı ve her bir adım ile bilgi ve tecrübe edinmeyi sağlar.
The secret to developing a dragonfly-eye view is to “anchor outside” rather than inside when faced with problems of uncertainty and opportunity. Take the broader ecosystem as a starting point. That will encourage you to talk with customers, suppliers, or, better yet, players in a different but related industry or space. Going through the customer journey with design-thinking in mind is another powerful way to get a 360-degree view of a problem. But take note: when decision makers face highly constrained time frames or resources, they may have to narrow the aperture and deliver a tight, conventional answer.
Rookie problem solvers show you their analytic process and math to convince you they are clever. Seasoned problem solvers show you differently.
Acemi problem çözücüler sizi matematik sürece boğarken diğer problem çözücüler farklı taraflarını gösterir.
The secret to developing a dragonfly-eye view is to “anchor outside” rather than inside when faced with problems of uncertainty and opportunity. Take the broader ecosystem as a starting point. That will encourage you to talk with customers, suppliers, or, better yet, players in a different but related industry or space. Going through the customer journey with design-thinking in mind is another powerful way to get a 360-degree view of a problem. But take note: when decision makers face highly constrained time frames or resources, they may have to narrow the aperture and deliver a tight, conventional answer.
Sorunla karşılaşıldığında dışarıya demirlemek dışarıdan bakmaya çalışmak sorunla ilgili sorunların ve alanları kontrol etmek daha geniş bir perspektif sağlayabilir.
Recent research shows that we are better at solving problems when we think in terms of odds rather than certainties.
Kesinlikler yerine olasılıklar üzerine düşünmemizin problem çözümlemede daha önemli olduğunu vurguluyor.
One simple suggestion from author and economist Caroline Webb to generate more curiosity in team problem solving is to put a question mark behind your initial hypotheses or first-cut answers. This small artifice is surprisingly powerful: it tends to encourage multiple solution paths and puts the focus, correctly, on assembling evidence. We also like thesis/antithesis, or red team/blue team, sessions, in which you divide a group into opposing teams that argue against the early answers—typically, more traditional conclusions that are more likely to come from a conventional pattern. Why is this solution better? Why not that one? We’ve found that better results come from embracing uncertainty. Curiosity is the engine of creativity.
Erken cevapların düşünce sürecini durdurmasını engellemek için ilerlemelerimizin sonuna bir soru işareti koyarak devam etmeye çalışabiliriz. Bu durum farklı çözüm ve varsayımlara ulaşmamıza yardımcı olabilir.
Natural human biases in decision making, including confirmation, availability, and anchoring biases, often cause us to shut down the range of solutions too early.
Bilişsel hatalar nedeniyle insan zihni çözüm bulma eğilimini en yakın noktada sona erdirme hatasını gerçekleştirmektedir. Daha iyi bir çözüme varmadan çözüm arama süreci sona ermektedir.
Relentlessly ask, “Why is this so?” Unfortunately, somewhere between preschool and the boardroom, we tend to stop asking. Our brains make sense of massive numbers of data points by imposing patterns that have worked for us and other humans in the past. That’s why a simple technique, worth employing at the beginning of problem solving, is simply to pause and ask why conditions or assumptions are so until you arrive at the root of the problem.
Neden böyle sorusunun sorulmaya devam edilmesi.
Düşünmemizin önüne geçen önkabulleri ve inançların düşünme sürecimizi durdurmasına izin vermemiz gerekmektedir.
Neden sorusunu , olguların ve durumların varsayımlarını sorgulamaya sorunun temeline inene kadar devam ettirmeliyiz.
offering humanity a way to address complex problems together
Even as a way is offered to address these problems together, there is often conflict and denial. Witness the political realm in relation to global climate change, distribution of resources, conflict between nations, etc. Computer models are created, are worked on by specialists, but implementation of real change to benefit humanity relies on political decisions and even (perhaps especially) the mentioned profit motive.