meaning in english of problem solving

• To save this word, you'll need to log in. Log In

problem-solving

Definition of problem-solving

Examples of problem-solving in a sentence.

These examples are programmatically compiled from various online sources to illustrate current usage of the word 'problem-solving.' Any opinions expressed in the examples do not represent those of Merriam-Webster or its editors. Send us feedback about these examples.

Dictionary Entries Near problem-solving

Cite this entry.

“Problem-solving.” Merriam-Webster.com Dictionary , Merriam-Webster, https://www.merriam-webster.com/dictionary/problem-solving. Accessed 14 Apr. 2024.

Subscribe to America's largest dictionary and get thousands more definitions and advanced search—ad free!

Can you solve 4 words at once?

Word of the day.

See Definitions and Examples »

Get Word of the Day daily email!

Popular in Grammar & Usage

Your vs. you're: how to use them correctly, every letter is silent, sometimes: a-z list of examples, more commonly mispronounced words, how to use em dashes (—), en dashes (–) , and hyphens (-), absent letters that are heard anyway, popular in wordplay, the words of the week - apr. 12, 10 scrabble words without any vowels, 12 more bird names that sound like insults (and sometimes are), 8 uncommon words related to love, 9 superb owl words, games & quizzes.

• Bipolar Disorder
• Therapy Center
• When To See a Therapist
• Types of Therapy
• Best Online Therapy
• Best Couples Therapy
• Best Family Therapy
• Managing Stress
• Sleep and Dreaming
• Understanding Emotions
• Self-Improvement
• Healthy Relationships
• Student Resources
• Personality Types
• Guided Meditations
• Verywell Mind Insights
• 2023 Verywell Mind 25
• Mental Health in the Classroom
• Editorial Process
• Meet Our Review Board
• Crisis Support

Overview of the Problem-Solving Mental Process

Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

Rachel Goldman, PhD FTOS, is a licensed psychologist, clinical assistant professor, speaker, wellness expert specializing in eating behaviors, stress management, and health behavior change.

• Identify the Problem
• Define the Problem
• Form a Strategy
• Organize Information
• Allocate Resources
• Monitor Progress
• Evaluate the Results

Frequently Asked Questions

Problem-solving is a mental process that involves discovering, analyzing, and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue.

The best strategy for solving a problem depends largely on the unique situation. In some cases, people are better off learning everything they can about the issue and then using factual knowledge to come up with a solution. In other instances, creativity and insight are the best options.

It is not necessary to follow problem-solving steps sequentially, It is common to skip steps or even go back through steps multiple times until the desired solution is reached.

In order to correctly solve a problem, it is often important to follow a series of steps. Researchers sometimes refer to this as the problem-solving cycle. While this cycle is portrayed sequentially, people rarely follow a rigid series of steps to find a solution.

The following steps include developing strategies and organizing knowledge.

1. Identifying the Problem

While it may seem like an obvious step, identifying the problem is not always as simple as it sounds. In some cases, people might mistakenly identify the wrong source of a problem, which will make attempts to solve it inefficient or even useless.

Some strategies that you might use to figure out the source of a problem include :

• Asking questions about the problem
• Breaking the problem down into smaller pieces
• Looking at the problem from different perspectives
• Conducting research to figure out what relationships exist between different variables

2. Defining the Problem

After the problem has been identified, it is important to fully define the problem so that it can be solved. You can define a problem by operationally defining each aspect of the problem and setting goals for what aspects of the problem you will address

At this point, you should focus on figuring out which aspects of the problems are facts and which are opinions. State the problem clearly and identify the scope of the solution.

3. Forming a Strategy

After the problem has been identified, it is time to start brainstorming potential solutions. This step usually involves generating as many ideas as possible without judging their quality. Once several possibilities have been generated, they can be evaluated and narrowed down.

The next step is to develop a strategy to solve the problem. The approach used will vary depending upon the situation and the individual's unique preferences. Common problem-solving strategies include heuristics and algorithms.

• Heuristics are mental shortcuts that are often based on solutions that have worked in the past. They can work well if the problem is similar to something you have encountered before and are often the best choice if you need a fast solution.
• Algorithms are step-by-step strategies that are guaranteed to produce a correct result. While this approach is great for accuracy, it can also consume time and resources.

Heuristics are often best used when time is of the essence, while algorithms are a better choice when a decision needs to be as accurate as possible.

4. Organizing Information

Before coming up with a solution, you need to first organize the available information. What do you know about the problem? What do you not know? The more information that is available the better prepared you will be to come up with an accurate solution.

When approaching a problem, it is important to make sure that you have all the data you need. Making a decision without adequate information can lead to biased or inaccurate results.

5. Allocating Resources

Of course, we don't always have unlimited money, time, and other resources to solve a problem. Before you begin to solve a problem, you need to determine how high priority it is.

If it is an important problem, it is probably worth allocating more resources to solving it. If, however, it is a fairly unimportant problem, then you do not want to spend too much of your available resources on coming up with a solution.

At this stage, it is important to consider all of the factors that might affect the problem at hand. This includes looking at the available resources, deadlines that need to be met, and any possible risks involved in each solution. After careful evaluation, a decision can be made about which solution to pursue.

6. Monitoring Progress

After selecting a problem-solving strategy, it is time to put the plan into action and see if it works. This step might involve trying out different solutions to see which one is the most effective.

It is also important to monitor the situation after implementing a solution to ensure that the problem has been solved and that no new problems have arisen as a result of the proposed solution.

Effective problem-solvers tend to monitor their progress as they work towards a solution. If they are not making good progress toward reaching their goal, they will reevaluate their approach or look for new strategies .

7. Evaluating the Results

After a solution has been reached, it is important to evaluate the results to determine if it is the best possible solution to the problem. This evaluation might be immediate, such as checking the results of a math problem to ensure the answer is correct, or it can be delayed, such as evaluating the success of a therapy program after several months of treatment.

Once a problem has been solved, it is important to take some time to reflect on the process that was used and evaluate the results. This will help you to improve your problem-solving skills and become more efficient at solving future problems.

A Word From Verywell​

It is important to remember that there are many different problem-solving processes with different steps, and this is just one example. Problem-solving in real-world situations requires a great deal of resourcefulness, flexibility, resilience, and continuous interaction with the environment.

Get Advice From The Verywell Mind Podcast

Hosted by therapist Amy Morin, LCSW, this episode of The Verywell Mind Podcast shares how you can stop dwelling in a negative mindset.

Follow Now : Apple Podcasts / Spotify / Google Podcasts

You can become a better problem solving by:

• Practicing brainstorming and coming up with multiple potential solutions to problems
• Being open-minded and considering all possible options before making a decision
• Breaking down problems into smaller, more manageable pieces
• Asking for help when needed
• Researching different problem-solving techniques and trying out new ones
• Learning from mistakes and using them as opportunities to grow

It's important to communicate openly and honestly with your partner about what's going on. Try to see things from their perspective as well as your own. Work together to find a resolution that works for both of you. Be willing to compromise and accept that there may not be a perfect solution.

Take breaks if things are getting too heated, and come back to the problem when you feel calm and collected. Don't try to fix every problem on your own—consider asking a therapist or counselor for help and insight.

If you've tried everything and there doesn't seem to be a way to fix the problem, you may have to learn to accept it. This can be difficult, but try to focus on the positive aspects of your life and remember that every situation is temporary. Don't dwell on what's going wrong—instead, think about what's going right. Find support by talking to friends or family. Seek professional help if you're having trouble coping.

Davidson JE, Sternberg RJ, editors.  The Psychology of Problem Solving .  Cambridge University Press; 2003. doi:10.1017/CBO9780511615771

Sarathy V. Real world problem-solving .  Front Hum Neurosci . 2018;12:261. Published 2018 Jun 26. doi:10.3389/fnhum.2018.00261

By Kendra Cherry, MSEd Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

What Is Problem Solving?

You will often see beach clean-up drives being publicized in coastal cities. There are already dustbins available on the beaches,…

You will often see beach clean-up drives being publicized in coastal cities. There are already dustbins available on the beaches, so why do people need to organize these drives? It’s evident that despite advertising and posting anti-littering messages, some of us don’t follow the rules.

Temporary food stalls and shops make it even more difficult to keep the beaches clean. Since people can’t ask the shopkeepers to relocate or prevent every single person from littering, the clean-up drive is needed.  This is an ideal example of problem-solving psychology in humans. ( 230-fifth.com ) So, what is problem-solving? Let’s find out.

What Is Problem-Solving?

At its simplest, the meaning of problem-solving is the process of defining a problem, determining its cause, and implementing a solution. The definition of problem-solving is rooted in the fact that as humans, we exert control over our environment through solutions. We move forward in life when we solve problems and make decisions. 

We can better define the problem-solving process through a series of important steps.

Identify The Problem: 

This step isn’t as simple as it sounds. Most times, we mistakenly identify the consequences of a problem rather than the problem itself. It’s important that we’re careful to identify the actual problem and not just its symptoms. 

Define The Problem: 

Once the problem has been identified correctly, you should define it. This step can help clarify what needs to be addressed and for what purpose.

Form A Strategy: 

Develop a strategy to solve your problem. Defining an approach will provide direction and clarity on the next steps. 

Organize The Information:  

Organizing information systematically will help you determine whether something is missing. The more information you have, the easier it’ll become for you to arrive at a solution.  

Allocate Resources:  

We may not always be armed with the necessary resources to solve a problem. Before you commit to implementing a solution for a problem, you should determine the availability of different resources—money, time and other costs.

Track Progress: 

The true meaning of problem-solving is to work towards an objective. If you measure your progress, you can evaluate whether you’re on track. You could revise your strategies if you don’t notice the desired level of progress. 

Evaluate The Results:  

After you spot a solution, evaluate the results to determine whether it’s the best possible solution. For example, you can evaluate the success of a fitness routine after several weeks of exercise.

Meaning Of Problem-Solving Skill

Now that we’ve established the definition of problem-solving psychology in humans, let’s look at how we utilize our problem-solving skills.  These skills help you determine the source of a problem and how to effectively determine the solution. Problem-solving skills aren’t innate and can be mastered over time. Here are some important skills that are beneficial for finding solutions.

Communication

Communication is a critical skill when you have to work in teams.  If you and your colleagues have to work on a project together, you’ll have to collaborate with each other. In case of differences of opinion, you should be able to listen attentively and respond respectfully in order to successfully arrive at a solution.

As a problem-solver, you need to be able to research and identify underlying causes. You should never treat a problem lightly. In-depth study is imperative because often people identify only the symptoms and not the actual problem.

Once you have researched and identified the factors causing a problem, start working towards developing solutions. Your analytical skills can help you differentiate between effective and ineffective solutions.

Decision-Making

You’ll have to make a decision after you’ve identified the source and methods of solving a problem. If you’ve done your research and applied your analytical skills effectively, it’ll become easier for you to take a call or a decision.

Organizations really value decisive problem-solvers. Harappa Education’s   Defining Problems course will guide you on the path to developing a problem-solving mindset. Learn how to identify the different types of problems using the Types of Problems framework. Additionally, the SMART framework, which is a five-point tool, will teach you to create specific and actionable objectives to address problem statements and arrive at solutions. 

Explore topics & skills such as Problem Solving Skills , PICK Chart , How to Solve Problems & Barriers to Problem Solving from our Harappa Diaries blog section and develop your skills.

Problem Solving

• Reference work entry
• pp 2680–2683
• Cite this reference work entry

• David H. Jonassen 2 &
• Woei Hung 3  

1847 Accesses

11 Citations

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

• Available as PDF
• Read on any device
• Instant download
• Own it forever
• Available as EPUB and PDF
• Durable hardcover edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Bransford, J., & Stein, B. S. (1984). The IDEAL problem solver: A guide for improving thinking, learning, and creativity . New York: WH Freeman.

Google Scholar  

Frensch, P. A., & Funke, J. (Eds.). (1995). Complex problem solving: The European perspective . Hillsdale: Erlbaum.

Gick, M. L., & Holyoak, K. J. (1983). Schema induction and analogical transfer. Cognitive Psychology, 15 , 1–38.

Article   Google Scholar  

Jonassen, D. H. (2010). Learning to solve problems: A handbook . New York: Routledge.

Jonassen, D. H., & Hung, W. (2008). All problems are not equal: Implications for PBL. Interdisciplinary Journal of Problem-Based Learning, 2 (2), 6–28.

Jonassen, D. H. (2000). Toward a design theory of problem solving. Educational Technology: Research & Development, 48 (4), 63–85.

Jonassen, D. H. (2011). Learning to solve problems: A handbook for designing problem-solving learning environments . New York: Routledge.

Klein, G. A. (1998). Sources of power: How people make decisions . Cambridge, MA: MIT Press.

Lehman, D., Lempert, R., & Nisbett, R. E. (1988). The effects of graduate training on reasoning: Formal discipline and thinking about everyday-life events. Educational Psychologist, 43 , 431–442.

Newell, A., & Simon, H. (1972). Human problem solving . Englewood Cliffs: Prentice Hall.

Rumelhart, D. E., & Norman, D. A. (1988). Representation in memory. In R. C. Atkinson, R. J. Herrnstein, G. Lindzey, & R. D. Luce (Eds.), Steven’s handbook of experimental psychology (Learning and cognition 2nd ed., Vol. 2, pp. 511–587). New York: Wiley.

Sinnott, J. D. (1989). Everyday problem solving: Theory and applications (pp. 72–99). New York: Praeger.

Wood, P. K. (1983). Inquiring systems and problem structures: Implications for cognitive development. Human Development, 26 , 249–265.

Download references

Author information

Authors and affiliations.

School of Information Science and Learning Technologies, University of Missouri, 221C Townsend Hall, 65211, Columbia, MO, USA

Dr. David H. Jonassen

College of Education and Human Development, University of North Dakota, 231 Centennial Drive, Stop 7189, 58202, Grand Forks, ND, USA

Dr. Woei Hung

You can also search for this author in PubMed   Google Scholar

Corresponding author

Correspondence to David H. Jonassen .

Editor information

Editors and affiliations.

Faculty of Economics and Behavioral Sciences, Department of Education, University of Freiburg, 79085, Freiburg, Germany

Norbert M. Seel

Rights and permissions

Reprints and permissions

Copyright information

© 2012 Springer Science+Business Media, LLC

About this entry

Cite this entry.

Jonassen, D.H., Hung, W. (2012). Problem Solving. In: Seel, N.M. (eds) Encyclopedia of the Sciences of Learning. Springer, Boston, MA. https://doi.org/10.1007/978-1-4419-1428-6_208

Download citation

DOI : https://doi.org/10.1007/978-1-4419-1428-6_208

Publisher Name : Springer, Boston, MA

Print ISBN : 978-1-4419-1427-9

Online ISBN : 978-1-4419-1428-6

eBook Packages : Humanities, Social Sciences and Law

Share this entry

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Publish with us

Policies and ethics

• Find a journal
• Track your research

Problem Solving Skills: Meaning, Examples & Techniques

Table of Contents

26 January 2021

Reading Time: 2 minutes

Do your children have trouble solving their Maths homework?

Or, do they struggle to maintain friendships at school?

If your answer is ‘Yes,’ the issue might be related to your child’s problem-solving abilities. Whether your child often forgets his/her lunch at school or is lagging in his/her class, good problem-solving skills can be a major tool to help them manage their lives better.

Children need to learn to solve problems on their own. Whether it is about dealing with academic difficulties or peer issues when children are equipped with necessary problem-solving skills they gain confidence and learn to make healthy decisions for themselves. So let us look at what is problem-solving, its benefits, and how to encourage your child to inculcate problem-solving abilities

Problem-solving skills can be defined as the ability to identify a problem, determine its cause, and figure out all possible solutions to solve the problem.

• Trigonometric Problems

What is problem-solving, then? Problem-solving is the ability to use appropriate methods to tackle unexpected challenges in an organized manner. The ability to solve problems is considered a soft skill, meaning that it’s more of a personality trait than a skill you’ve learned at school, on-the-job, or through technical training. While your natural ability to tackle problems and solve them is something you were born with or began to hone early on, it doesn’t mean that you can’t work on it. This is a skill that can be cultivated and nurtured so you can become better at dealing with problems over time.

Problem Solving Skills: Meaning, Examples & Techniques are mentioned below in the Downloadable PDF. 

Benefits of learning problem-solving skills  

Promotes creative thinking and thinking outside the box.

Improves decision-making abilities.

Builds solid communication skills.

Develop the ability to learn from mistakes and avoid the repetition of mistakes.

Problem Solving as an ability is a life skill desired by everyone, as it is essential to manage our day-to-day lives. Whether you are at home, school, or work, life throws us curve balls at every single step of the way. And how do we resolve those? You guessed it right – Problem Solving.

Strengthening and nurturing problem-solving skills helps children cope with challenges and obstacles as they come. They can face and resolve a wide variety of problems efficiently and effectively without having a breakdown. Nurturing good problem-solving skills develop your child’s independence, allowing them to grow into confident, responsible adults. 

Children enjoy experimenting with a wide variety of situations as they develop their problem-solving skills through trial and error. A child’s action of sprinkling and pouring sand on their hands while playing in the ground, then finally mixing it all to eliminate the stickiness shows how fast their little minds work.

Sometimes children become frustrated when an idea doesn't work according to their expectations, they may even walk away from their project. They often become focused on one particular solution, which may or may not work.

However, they can be encouraged to try other methods of problem-solving when given support by an adult. The adult may give hints or ask questions in ways that help the kids to formulate their solutions. 

Encouraging Problem-Solving Skills in Kids

Practice problem solving through games.

Exposing kids to various riddles, mysteries, and treasure hunts, puzzles, and games not only enhances their critical thinking but is also an excellent bonding experience to create a lifetime of memories.

Create a safe environment for brainstorming

Welcome, all the ideas your child brings up to you. Children learn how to work together to solve a problem collectively when given the freedom and flexibility to come up with their solutions. This bout of encouragement instills in them the confidence to face obstacles bravely.

Invite children to expand their Learning capabilities

 Whenever children experiment with an idea or problem, they test out their solutions in different settings. They apply their teachings to new situations and effectively receive and communicate ideas. They learn the ability to think abstractly and can learn to tackle any obstacle whether it is finding solutions to a math problem or navigating social interactions.

Problem-solving is the act of finding answers and solutions to complicated problems. 

Developing problem-solving skills from an early age helps kids to navigate their life problems, whether academic or social more effectively and avoid mental and emotional turmoil.

Children learn to develop a future-oriented approach and view problems as challenges that can be easily overcome by exploring solutions. 

About Cuemath

Cuemath, a student-friendly mathematics and coding platform, conducts regular  Online Classes  for academics and skill-development, and their Mental Math App, on both  iOS  and  Android , is a one-stop solution for kids to develop multiple skills. Understand the Cuemath Fee structure and sign up for a free trial.

Frequently Asked Questions (FAQs)

How do you teach problem-solving skills.

Model a useful problem-solving method. Problem solving can be difficult and sometimes tedious. ... 1. Teach within a specific context. ... 2. Help students understand the problem. ... 3. Take enough time. ... 4. Ask questions and make suggestions. ... 5. Link errors to misconceptions.

What makes a good problem solver?

Excellent problem solvers build networks and know how to collaborate with other people and teams. They are skilled in bringing people together and sharing knowledge and information. A key skill for great problem solvers is that they are trusted by others.

Words and phrases

Personal account.

• Access or purchase personal subscriptions
• Get our newsletter
• Save searches
• Set display preferences

Institutional access

Sign in with library card

Sign in with username / password

Recommend to your librarian

Institutional account management

Sign in as administrator on Oxford Academic

problem-solve verb

• Hide all quotations

What does the verb problem-solve mean?

There is one meaning in OED's entry for the verb problem-solve . See ‘Meaning & use’ for definition, usage, and quotation evidence.

How common is the verb problem-solve ?

How is the verb problem-solve pronounced, british english, u.s. english, where does the verb problem-solve come from.

Earliest known use

The earliest known use of the verb problem-solve is in the 1950s.

OED's earliest evidence for problem-solve is from 1956, in New York Times .

problem-solve is formed within English, by compounding.

Etymons: problem n. , solve v.

Nearby entries

• probleming, n. 1657–
• problemist, n. a1631–
• problemistic, adj. 1892–
• problemize, v. 1844–
• problemless, adj. 1865–
• problemo, n. 1985–
• problem of three bodies, n. 1814–
• problem-orientated, adj. 1951–
• problem-oriented, adj. 1946–
• problem play, n. 1894–
• problem-solve, v. 1956–
• problem-solver, n. 1848–
• problem-solving, n. & adj. 1854–
• problem tape, n. 1948–
• problem-wise, adv. a1859–
• pro-Boarder, n. 1902–
• pro-Boerism, n. 1899–
• probole, n.¹ 1684–1880
• probole, n.² 1696–
• probolistic, adj. 1876–
• pro bono, adv. & adj. 1774–

Thank you for visiting Oxford English Dictionary

To continue reading, please sign in below or purchase a subscription. After purchasing, please sign in below to access the content.

Meaning & use

Pronunciation, entry history for problem-solve, v..

problem-solve, v. was first published in December 2004.

problem-solve, v. was last modified in July 2023.

oed.com is a living text, updated every three months. Modifications may include:

• further revisions to definitions, pronunciation, etymology, headwords, variant spellings, quotations, and dates;
• new senses, phrases, and quotations.

Revisions and additions of this kind were last incorporated into problem-solve, v. in July 2023.

Please submit your feedback for problem-solve, v.

Please include your email address if you are happy to be contacted about your feedback. OUP will not use this email address for any other purpose.

Citation details

Factsheet for problem-solve, v., browse entry.

Example sentences problem solver

If his exam skills were slightly rusty, he lacked nothing as a practical engineer - a problem solver , as he now describes himself.

He's a problem solver , a game changer, the greatest player to have played the game.

The top ten clichés found were: motivated, extensive experience, innovative, proven track record, dynamic, team player, pro-active, entrepreneurial, skill set and problem solver .

She's a social pivot and a problem solver .

Supporter of many charities, gardener, singer, problem solver .

Definition of 'problem' problem

COBUILD Collocations problem solver

Browse alphabetically problem solver.

• problem page
• problem persists
• problem recurs
• problem solver
• problem stems
• problem was diagnosed
• problem-free
• All ENGLISH words that begin with 'P'

Quick word challenge

Quiz Review

Score: 0 / 5

Wordle Helper

Scrabble Tools

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

Share Podcast

Do You Understand the Problem You’re Trying to Solve?

To solve tough problems at work, first ask these questions.

• Apple Podcasts
• Google Podcasts

Problem solving skills are invaluable in any job. But all too often, we jump to find solutions to a problem without taking time to really understand the dilemma we face, according to Thomas Wedell-Wedellsborg , an expert in innovation and the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

In this episode, you’ll learn how to reframe tough problems by asking questions that reveal all the factors and assumptions that contribute to the situation. You’ll also learn why searching for just one root cause can be misleading.

Key episode topics include: leadership, decision making and problem solving, power and influence, business management.

HBR On Leadership curates the best case studies and conversations with the world’s top business and management experts, to help you unlock the best in those around you. New episodes every week.

• Listen to the original HBR IdeaCast episode: The Secret to Better Problem Solving (2016)
• Find more episodes of HBR IdeaCast
• Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org .

HANNAH BATES: Welcome to HBR on Leadership , case studies and conversations with the world’s top business and management experts, hand-selected to help you unlock the best in those around you.

Problem solving skills are invaluable in any job. But even the most experienced among us can fall into the trap of solving the wrong problem.

Thomas Wedell-Wedellsborg says that all too often, we jump to find solutions to a problem – without taking time to really understand what we’re facing.

He’s an expert in innovation, and he’s the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

  In this episode, you’ll learn how to reframe tough problems, by asking questions that reveal all the factors and assumptions that contribute to the situation. You’ll also learn why searching for one root cause can be misleading. And you’ll learn how to use experimentation and rapid prototyping as problem-solving tools.

This episode originally aired on HBR IdeaCast in December 2016. Here it is.

SARAH GREEN CARMICHAEL: Welcome to the HBR IdeaCast from Harvard Business Review. I’m Sarah Green Carmichael.

Problem solving is popular. People put it on their resumes. Managers believe they excel at it. Companies count it as a key proficiency. We solve customers’ problems.

The problem is we often solve the wrong problems. Albert Einstein and Peter Drucker alike have discussed the difficulty of effective diagnosis. There are great frameworks for getting teams to attack true problems, but they’re often hard to do daily and on the fly. That’s where our guest comes in.

Thomas Wedell-Wedellsborg is a consultant who helps companies and managers reframe their problems so they can come up with an effective solution faster. He asks the question “Are You Solving The Right Problems?” in the January-February 2017 issue of Harvard Business Review. Thomas, thank you so much for coming on the HBR IdeaCast .

THOMAS WEDELL-WEDELLSBORG: Thanks for inviting me.

SARAH GREEN CARMICHAEL: So, I thought maybe we could start by talking about the problem of talking about problem reframing. What is that exactly?

THOMAS WEDELL-WEDELLSBORG: Basically, when people face a problem, they tend to jump into solution mode to rapidly, and very often that means that they don’t really understand, necessarily, the problem they’re trying to solve. And so, reframing is really a– at heart, it’s a method that helps you avoid that by taking a second to go in and ask two questions, basically saying, first of all, wait. What is the problem we’re trying to solve? And then crucially asking, is there a different way to think about what the problem actually is?

SARAH GREEN CARMICHAEL: So, I feel like so often when this comes up in meetings, you know, someone says that, and maybe they throw out the Einstein quote about you spend an hour of problem solving, you spend 55 minutes to find the problem. And then everyone else in the room kind of gets irritated. So, maybe just give us an example of maybe how this would work in practice in a way that would not, sort of, set people’s teeth on edge, like oh, here Sarah goes again, reframing the whole problem instead of just solving it.

THOMAS WEDELL-WEDELLSBORG: I mean, you’re bringing up something that’s, I think is crucial, which is to create legitimacy for the method. So, one of the reasons why I put out the article is to give people a tool to say actually, this thing is still important, and we need to do it. But I think the really critical thing in order to make this work in a meeting is actually to learn how to do it fast, because if you have the idea that you need to spend 30 minutes in a meeting delving deeply into the problem, I mean, that’s going to be uphill for most problems. So, the critical thing here is really to try to make it a practice you can implement very, very rapidly.

There’s an example that I would suggest memorizing. This is the example that I use to explain very rapidly what it is. And it’s basically, I call it the slow elevator problem. You imagine that you are the owner of an office building, and that your tenants are complaining that the elevator’s slow.

Now, if you take that problem framing for granted, you’re going to start thinking creatively around how do we make the elevator faster. Do we install a new motor? Do we have to buy a new lift somewhere?

The thing is, though, if you ask people who actually work with facilities management, well, they’re going to have a different solution for you, which is put up a mirror next to the elevator. That’s what happens is, of course, that people go oh, I’m busy. I’m busy. I’m– oh, a mirror. Oh, that’s beautiful.

And then they forget time. What’s interesting about that example is that the idea with a mirror is actually a solution to a different problem than the one you first proposed. And so, the whole idea here is once you get good at using reframing, you can quickly identify other aspects of the problem that might be much better to try to solve than the original one you found. It’s not necessarily that the first one is wrong. It’s just that there might be better problems out there to attack that we can, means we can do things much faster, cheaper, or better.

SARAH GREEN CARMICHAEL: So, in that example, I can understand how A, it’s probably expensive to make the elevator faster, so it’s much cheaper just to put up a mirror. And B, maybe the real problem people are actually feeling, even though they’re not articulating it right, is like, I hate waiting for the elevator. But if you let them sort of fix their hair or check their teeth, they’re suddenly distracted and don’t notice.

But if you have, this is sort of a pedestrian example, but say you have a roommate or a spouse who doesn’t clean up the kitchen. Facing that problem and not having your elegant solution already there to highlight the contrast between the perceived problem and the real problem, how would you take a problem like that and attack it using this method so that you can see what some of the other options might be?

THOMAS WEDELL-WEDELLSBORG: Right. So, I mean, let’s say it’s you who have that problem. I would go in and say, first of all, what would you say the problem is? Like, if you were to describe your view of the problem, what would that be?

SARAH GREEN CARMICHAEL: I hate cleaning the kitchen, and I want someone else to clean it up.

THOMAS WEDELL-WEDELLSBORG: OK. So, my first observation, you know, that somebody else might not necessarily be your spouse. So, already there, there’s an inbuilt assumption in your question around oh, it has to be my husband who does the cleaning. So, it might actually be worth, already there to say, is that really the only problem you have? That you hate cleaning the kitchen, and you want to avoid it? Or might there be something around, as well, getting a better relationship in terms of how you solve problems in general or establishing a better way to handle small problems when dealing with your spouse?

SARAH GREEN CARMICHAEL: Or maybe, now that I’m thinking that, maybe the problem is that you just can’t find the stuff in the kitchen when you need to find it.

THOMAS WEDELL-WEDELLSBORG: Right, and so that’s an example of a reframing, that actually why is it a problem that the kitchen is not clean? Is it only because you hate the act of cleaning, or does it actually mean that it just takes you a lot longer and gets a lot messier to actually use the kitchen, which is a different problem. The way you describe this problem now, is there anything that’s missing from that description?

SARAH GREEN CARMICHAEL: That is a really good question.

THOMAS WEDELL-WEDELLSBORG: Other, basically asking other factors that we are not talking about right now, and I say those because people tend to, when given a problem, they tend to delve deeper into the detail. What often is missing is actually an element outside of the initial description of the problem that might be really relevant to what’s going on. Like, why does the kitchen get messy in the first place? Is it something about the way you use it or your cooking habits? Is it because the neighbor’s kids, kind of, use it all the time?

There might, very often, there might be issues that you’re not really thinking about when you first describe the problem that actually has a big effect on it.

SARAH GREEN CARMICHAEL: I think at this point it would be helpful to maybe get another business example, and I’m wondering if you could tell us the story of the dog adoption problem.

THOMAS WEDELL-WEDELLSBORG: Yeah. This is a big problem in the US. If you work in the shelter industry, basically because dogs are so popular, more than 3 million dogs every year enter a shelter, and currently only about half of those actually find a new home and get adopted. And so, this is a problem that has persisted. It’s been, like, a structural problem for decades in this space. In the last three years, where people found new ways to address it.

So a woman called Lori Weise who runs a rescue organization in South LA, and she actually went in and challenged the very idea of what we were trying to do. She said, no, no. The problem we’re trying to solve is not about how to get more people to adopt dogs. It is about keeping the dogs with their first family so they never enter the shelter system in the first place.

In 2013, she started what’s called a Shelter Intervention Program that basically works like this. If a family comes and wants to hand over their dog, these are called owner surrenders. It’s about 30% of all dogs that come into a shelter. All they would do is go up and ask, if you could, would you like to keep your animal? And if they said yes, they would try to fix whatever helped them fix the problem, but that made them turn over this.

And sometimes that might be that they moved into a new building. The landlord required a deposit, and they simply didn’t have the money to put down a deposit. Or the dog might need a $10 rabies shot, but they didn’t know how to get access to a vet.

And so, by instigating that program, just in the first year, she took her, basically the amount of dollars they spent per animal they helped went from something like $85 down to around $60. Just an immediate impact, and her program now is being rolled out, is being supported by the ASPCA, which is one of the big animal welfare stations, and it’s being rolled out to various other places.

And I think what really struck me with that example was this was not dependent on having the internet. This was not, oh, we needed to have everybody mobile before we could come up with this. This, conceivably, we could have done 20 years ago. Only, it only happened when somebody, like in this case Lori, went in and actually rethought what the problem they were trying to solve was in the first place.

SARAH GREEN CARMICHAEL: So, what I also think is so interesting about that example is that when you talk about it, it doesn’t sound like the kind of thing that would have been thought of through other kinds of problem solving methods. There wasn’t necessarily an After Action Review or a 5 Whys exercise or a Six Sigma type intervention. I don’t want to throw those other methods under the bus, but how can you get such powerful results with such a very simple way of thinking about something?

THOMAS WEDELL-WEDELLSBORG: That was something that struck me as well. This, in a way, reframing and the idea of the problem diagnosis is important is something we’ve known for a long, long time. And we’ve actually have built some tools to help out. If you worked with us professionally, you are familiar with, like, Six Sigma, TRIZ, and so on. You mentioned 5 Whys. A root cause analysis is another one that a lot of people are familiar with.

Those are our good tools, and they’re definitely better than nothing. But what I notice when I work with the companies applying those was those tools tend to make you dig deeper into the first understanding of the problem we have. If it’s the elevator example, people start asking, well, is that the cable strength, or is the capacity of the elevator? That they kind of get caught by the details.

That, in a way, is a bad way to work on problems because it really assumes that there’s like a, you can almost hear it, a root cause. That you have to dig down and find the one true problem, and everything else was just symptoms. That’s a bad way to think about problems because problems tend to be multicausal.

There tend to be lots of causes or levers you can potentially press to address a problem. And if you think there’s only one, if that’s the right problem, that’s actually a dangerous way. And so I think that’s why, that this is a method I’ve worked with over the last five years, trying to basically refine how to make people better at this, and the key tends to be this thing about shifting out and saying, is there a totally different way of thinking about the problem versus getting too caught up in the mechanistic details of what happens.

SARAH GREEN CARMICHAEL: What about experimentation? Because that’s another method that’s become really popular with the rise of Lean Startup and lots of other innovation methodologies. Why wouldn’t it have worked to, say, experiment with many different types of fixing the dog adoption problem, and then just pick the one that works the best?

THOMAS WEDELL-WEDELLSBORG: You could say in the dog space, that’s what’s been going on. I mean, there is, in this industry and a lot of, it’s largely volunteer driven. People have experimented, and they found different ways of trying to cope. And that has definitely made the problem better. So, I wouldn’t say that experimentation is bad, quite the contrary. Rapid prototyping, quickly putting something out into the world and learning from it, that’s a fantastic way to learn more and to move forward.

My point is, though, that I feel we’ve come to rely too much on that. There’s like, if you look at the start up space, the wisdom is now just to put something quickly into the market, and then if it doesn’t work, pivot and just do more stuff. What reframing really is, I think of it as the cognitive counterpoint to prototyping. So, this is really a way of seeing very quickly, like not just working on the solution, but also working on our understanding of the problem and trying to see is there a different way to think about that.

If you only stick with experimentation, again, you tend to sometimes stay too much in the same space trying minute variations of something instead of taking a step back and saying, wait a minute. What is this telling us about what the real issue is?

SARAH GREEN CARMICHAEL: So, to go back to something that we touched on earlier, when we were talking about the completely hypothetical example of a spouse who does not clean the kitchen–

THOMAS WEDELL-WEDELLSBORG: Completely, completely hypothetical.

SARAH GREEN CARMICHAEL: Yes. For the record, my husband is a great kitchen cleaner.

You started asking me some questions that I could see immediately were helping me rethink that problem. Is that kind of the key, just having a checklist of questions to ask yourself? How do you really start to put this into practice?

THOMAS WEDELL-WEDELLSBORG: I think there are two steps in that. The first one is just to make yourself better at the method. Yes, you should kind of work with a checklist. In the article, I kind of outlined seven practices that you can use to do this.

But importantly, I would say you have to consider that as, basically, a set of training wheels. I think there’s a big, big danger in getting caught in a checklist. This is something I work with.

My co-author Paddy Miller, it’s one of his insights. That if you start giving people a checklist for things like this, they start following it. And that’s actually a problem, because what you really want them to do is start challenging their thinking.

So the way to handle this is to get some practice using it. Do use the checklist initially, but then try to step away from it and try to see if you can organically make– it’s almost a habit of mind. When you run into a colleague in the hallway and she has a problem and you have five minutes, like, delving in and just starting asking some of those questions and using your intuition to say, wait, how is she talking about this problem? And is there a question or two I can ask her about the problem that can help her rethink it?

SARAH GREEN CARMICHAEL: Well, that is also just a very different approach, because I think in that situation, most of us can’t go 30 seconds without jumping in and offering solutions.

THOMAS WEDELL-WEDELLSBORG: Very true. The drive toward solutions is very strong. And to be clear, I mean, there’s nothing wrong with that if the solutions work. So, many problems are just solved by oh, you know, oh, here’s the way to do that. Great.

But this is really a powerful method for those problems where either it’s something we’ve been banging our heads against tons of times without making progress, or when you need to come up with a really creative solution. When you’re facing a competitor with a much bigger budget, and you know, if you solve the same problem later, you’re not going to win. So, that basic idea of taking that approach to problems can often help you move forward in a different way than just like, oh, I have a solution.

I would say there’s also, there’s some interesting psychological stuff going on, right? Where you may have tried this, but if somebody tries to serve up a solution to a problem I have, I’m often resistant towards them. Kind if like, no, no, no, no, no, no. That solution is not going to work in my world. Whereas if you get them to discuss and analyze what the problem really is, you might actually dig something up.

Let’s go back to the kitchen example. One powerful question is just to say, what’s your own part in creating this problem? It’s very often, like, people, they describe problems as if it’s something that’s inflicted upon them from the external world, and they are innocent bystanders in that.

SARAH GREEN CARMICHAEL: Right, or crazy customers with unreasonable demands.

THOMAS WEDELL-WEDELLSBORG: Exactly, right. I don’t think I’ve ever met an agency or consultancy that didn’t, like, gossip about their customers. Oh, my god, they’re horrible. That, you know, classic thing, why don’t they want to take more risk? Well, risk is bad.

It’s their business that’s on the line, not the consultancy’s, right? So, absolutely, that’s one of the things when you step into a different mindset and kind of, wait. Oh yeah, maybe I actually am part of creating this problem in a sense, as well. That tends to open some new doors for you to move forward, in a way, with stuff that you may have been struggling with for years.

SARAH GREEN CARMICHAEL: So, we’ve surfaced a couple of questions that are useful. I’m curious to know, what are some of the other questions that you find yourself asking in these situations, given that you have made this sort of mental habit that you do? What are the questions that people seem to find really useful?

THOMAS WEDELL-WEDELLSBORG: One easy one is just to ask if there are any positive exceptions to the problem. So, was there day where your kitchen was actually spotlessly clean? And then asking, what was different about that day? Like, what happened there that didn’t happen the other days? That can very often point people towards a factor that they hadn’t considered previously.

SARAH GREEN CARMICHAEL: We got take-out.

THOMAS WEDELL-WEDELLSBORG: S,o that is your solution. Take-out from [INAUDIBLE]. That might have other problems.

Another good question, and this is a little bit more high level. It’s actually more making an observation about labeling how that person thinks about the problem. And what I mean with that is, we have problem categories in our head. So, if I say, let’s say that you describe a problem to me and say, well, we have a really great product and are, it’s much better than our previous product, but people aren’t buying it. I think we need to put more marketing dollars into this.

Now you can go in and say, that’s interesting. This sounds like you’re thinking of this as a communications problem. Is there a different way of thinking about that? Because you can almost tell how, when the second you say communications, there are some ideas about how do you solve a communications problem. Typically with more communication.

And what you might do is go in and suggest, well, have you considered that it might be, say, an incentive problem? Are there incentives on behalf of the purchasing manager at your clients that are obstructing you? Might there be incentive issues with your own sales force that makes them want to sell the old product instead of the new one?

So literally, just identifying what type of problem does this person think about, and is there different potential way of thinking about it? Might it be an emotional problem, a timing problem, an expectations management problem? Thinking about what label of what type of problem that person is kind of thinking as it of.

SARAH GREEN CARMICHAEL: That’s really interesting, too, because I think so many of us get requests for advice that we’re really not qualified to give. So, maybe the next time that happens, instead of muddying my way through, I will just ask some of those questions that we talked about instead.

THOMAS WEDELL-WEDELLSBORG: That sounds like a good idea.

SARAH GREEN CARMICHAEL: So, Thomas, this has really helped me reframe the way I think about a couple of problems in my own life, and I’m just wondering. I know you do this professionally, but is there a problem in your life that thinking this way has helped you solve?

THOMAS WEDELL-WEDELLSBORG: I’ve, of course, I’ve been swallowing my own medicine on this, too, and I think I have, well, maybe two different examples, and in one case somebody else did the reframing for me. But in one case, when I was younger, I often kind of struggled a little bit. I mean, this is my teenage years, kind of hanging out with my parents. I thought they were pretty annoying people. That’s not really fair, because they’re quite wonderful, but that’s what life is when you’re a teenager.

And one of the things that struck me, suddenly, and this was kind of the positive exception was, there was actually an evening where we really had a good time, and there wasn’t a conflict. And the core thing was, I wasn’t just seeing them in their old house where I grew up. It was, actually, we were at a restaurant. And it suddenly struck me that so much of the sometimes, kind of, a little bit, you love them but they’re annoying kind of dynamic, is tied to the place, is tied to the setting you are in.

And of course, if– you know, I live abroad now, if I visit my parents and I stay in my old bedroom, you know, my mother comes in and wants to wake me up in the morning. Stuff like that, right? And it just struck me so, so clearly that it’s– when I change this setting, if I go out and have dinner with them at a different place, that the dynamic, just that dynamic disappears.

SARAH GREEN CARMICHAEL: Well, Thomas, this has been really, really helpful. Thank you for talking with me today.

THOMAS WEDELL-WEDELLSBORG: Thank you, Sarah.  

HANNAH BATES: That was Thomas Wedell-Wedellsborg in conversation with Sarah Green Carmichael on the HBR IdeaCast. He’s an expert in problem solving and innovation, and he’s the author of the book, What’s Your Problem?: To Solve Your Toughest Problems, Change the Problems You Solve .

We’ll be back next Wednesday with another hand-picked conversation about leadership from the Harvard Business Review. If you found this episode helpful, share it with your friends and colleagues, and follow our show on Apple Podcasts, Spotify, or wherever you get your podcasts. While you’re there, be sure to leave us a review.

We’re a production of Harvard Business Review. If you want more podcasts, articles, case studies, books, and videos like this, find it all at HBR dot org.

This episode was produced by Anne Saini, and me, Hannah Bates. Ian Fox is our editor. Music by Coma Media. Special thanks to Maureen Hoch, Adi Ignatius, Karen Player, Ramsey Khabbaz, Nicole Smith, Anne Bartholomew, and you – our listener.

See you next week.

• Subscribe On:

Latest in this series

This article is about leadership.

• Decision making and problem solving
• Power and influence
• Business management

Partner Center

• Cambridge Dictionary +Plus

Meaning of solving in English

Your browser doesn't support HTML5 audio

• I've been trying to solve this problem all week , but I still haven't cracked it.
• Wars never solve anything.
• In the end they solved their problems and she had him back .
• No one has solved the problem of what to do with radioactive waste .
• Scientists have been trying to solve this puzzle for years .
• band-aid solution
• be at the bottom of something idiom
• break the deadlock
• clear (something) up
• heuristically
• holding operation
• iron something out
• surmountable
• talk something out

Examples of solving

In English, many past and present participles of verbs can be used as adjectives. Some of these examples may show the adjective use.

Word of the Day

pitch-perfect

singing each musical note perfectly, at exactly the right pitch (= level)

Alike and analogous (Talking about similarities, Part 1)

Learn more with +Plus

• Recent and Recommended {{#preferredDictionaries}} {{name}} {{/preferredDictionaries}}
• Definitions Clear explanations of natural written and spoken English English Learner’s Dictionary Essential British English Essential American English
• Grammar and thesaurus Usage explanations of natural written and spoken English Grammar Thesaurus
• Pronunciation British and American pronunciations with audio English Pronunciation
• English–Chinese (Simplified) Chinese (Simplified)–English
• English–Chinese (Traditional) Chinese (Traditional)–English
• English–Dutch Dutch–English
• English–French French–English
• English–German German–English
• English–Indonesian Indonesian–English
• English–Italian Italian–English
• English–Japanese Japanese–English
• English–Norwegian Norwegian–English
• English–Polish Polish–English
• English–Portuguese Portuguese–English
• English–Spanish Spanish–English
• English–Swedish Swedish–English
• Dictionary +Plus Word Lists
• English    Verb
• All translations

Add solving to one of your lists below, or create a new one.

{{message}}

Something went wrong.

There was a problem sending your report.

• Share full article

Advertisement

Subscriber-only Newsletter

Ross Douthat

Three interpretations of ‘the three-body problem’.

By Ross Douthat

Opinion Columnist

Having watched some (though not quite all) of “3 Body Problem,” Netflix’s hit adaptation of “The Three-Body Problem,” the first book in a science-fiction saga by the Chinese author Liu Cixin, I’m struck by the unusual geopolitical weight this particular piece of pop entertainment carries. At a time when Chinese-American relations are notable for a lack of sustained cultural exchange, here is a best-selling work written within our leading rival, carrying various clash-of-civilizational themes, translated into popular television for an American audience. There aren’t a lot of other cases where a major piece of pop culture is so clearly working along the fault lines that have led to great-power conflict and could one day lead to war.

But then I’m also struck, reading the commentary surrounding the show and the books, by how the different projects of translation — from Chinese-language phenomenon to English-language best seller, then from book to TV show — have created an instability of interpretation, a difficulty settling on a narrative about what Liu’s story really means. Even a three-interpretation problem, you might say (sorry!), with different gazes and different translations yielding very different readings and reactions. (Some spoilers follow.)

Consider, first, the book as seen through Western eyes. The default American reaction to any work of literature produced under authoritarian conditions is to assume that it must be an act of rebellion or at least critique. Maybe not quite Aleksandr Solzhenitsyn’s “The Gulag Archipelago” but, at the very least, Boris Pasternak’s “Doctor Zhivago.”

Liu’s novels offer various permissions for this kind of interpretation, beginning with the way he features his country’s Cultural Revolution, depicting it as a primal horror that leads a character to such deep rage and disillusionment that she willingly collaborates with an alien civilization bent on the conquest of Earth. In the Chinese-language original, the Cultural Revolution material was planted midway through the story; in the English translation, it was brought to the front, and Liu has said that this is what he intended all along, that the English version is the truer one and the Chinese version was artistically warped to escape the censors’ eyes.

From this telling use of Chinese Communist history and even more telling English-language alteration, you can proceed to a reading like the one offered initially in this essay by Reason magazine’s Peter Suderman, where the entire story of interstellar conflict, between an earthbound humanity and advanced aliens who have a way to observe our every move and impede our scientific progress while their invasion fleet gradually approaches, reads as a commentary on China’s “surveillance authoritarianism.” As with earthlings under the high-tech eye of the aliens, so with the subjects of China’s regime: Like Liu’s invasion-shadowed human beings, Suderman writes, “Chinese citizens are always being watched, always being spied upon, creating a climate of fear and distrust and paranoia, and repressing the sort of free back and forth that is necessary to both scientific progress and cultural cohesion.”

But then read this 2019 profile of Liu in The New Yorker by Jiayang Fan, and you may arrive at a very different way of thinking about his novels. Maybe the interstellar clash of civilizations is meant to evoke China’s rise and America’s resistance to its rise, but the aliens aren’t the oppressive regime in Beijing. Instead, they’re stand-ins for the Americans, for us: a civilization that’s more technologically advanced and, for now, better armed than its emerging rival but destined to be overmastered unless it can find a way to divide and suppress and distract and demoralize. The various mechanisms the aliens use to keep the earthlings down are like manifestations of American power as perceived in a paranoid China — American surveillance and spycraft and economic sabotage, American pop cultural sludge, maybe even American democracy promotion.

Faced with these kinds of threats, the human beings in the story — which is to say, in this interpretation, the fictional analogues to today’s Chinese government and Chinese citizens — simply can’t afford any kind of liberal sentimentalism. They need to accept the necessity of some kind of authoritarian rule, some degree of Big Brotherism, and act ruthlessly when confronted with the harsh zero-sum nature of civilizational competition. This description from Fan’s profile captures how this plays out in the books, which get darker and stranger as they go:

Although physics furnishes the novels’ premises, it is politics that drives the plots. At every turn, the characters are forced to make brutal calculations in which moral absolutism is pitted against the greater good. In their pursuit of survival, men and women employ Machiavellian game theory and adopt a bleak consequentialism. In Liu’s fictional universe, idealism is fatal and kindness an exorbitant luxury. As one general says in the trilogy, “In a time of war, we can’t afford to be too scrupulous.” Indeed, it is usually when people do not play by the rules of realpolitik that the most lives are lost.

When Fan pushes Liu on his political views, she gets a similar perspective: Not a liberal author pushing against the limits imposed by a dictatorship but someone who basically shares that dictatorship’s view of human nature and defends most of its policies — internment of Muslim Uyghurs, the now-defunct one-child policy, the basic lineaments of its authoritarian system — even if he’s also willing to portray and make artistic use of some of its more egregious Mao-era crimes:

I couldn’t help asking Liu if he ever thought he might have been brainwashed. “I know what you are thinking,” he told me with weary clarity. “What about individual liberty and freedom of governance?” He sighed, as if exhausted by a debate going on in his head. “But that’s not what Chinese people care about. For ordinary folks, it’s the cost of health care, real-estate prices, their children’s education. Not democracy.” I looked at him, studying his face. He blinked, and continued, “If you were to loosen up the country a bit, the consequences would be terrifying.” … Liu closed his eyes for a long moment and then said quietly, “This is why I don’t like to talk about subjects like this. The truth is you don’t really — I mean, can’t truly — understand.” He gestured around him. “You’ve lived here, in the U.S., for, what, going on three decades?” The implication was clear: Years in the West had brainwashed me. In that moment, in Liu’s mind, I, with my inflexible sense of morality, was the alien.

Then to this darker interpretation of the story, add a third: The interpretation suggested by the Netflix adaptation, whose version of the story is less China-centric, with more action set in Britain and a multiracial gaggle of young scientists with dating problems added to the plot. (I concur with Alex Tabarrok’s view that the young scientist characters are way too much like normal people in an “Alien Invasion: 90210”-style soap opera, without enough of “the obsessiveness, ambition and unconventionality often found in real-world geniuses.”)

If you come to the TV version fresh, without exposure to the books, you may find yourself thinking less about the Chinese-American rivalry and more about the general position of the developed West in recent decades: a rich and powerful society struggling to make economic and technological advancements that match the achievements of the 20th century while dealing with internal divisions and existential doubts.

The story offers an exaggerated depiction of this real-world sense of futility and angst, giving us scientists killing themselves and abandoning cutting-edge projects instead of just a slowdown in innovation or laboratory results that suddenly stop making any sense at all in place of the replication crisis that our own academy is dealing with or a video game headset built with alien technology rather than just the virtual snares we’re building for ourselves.

But that exaggeration still feels like a striking commentary on our own situation, with even the pervasive alien surveillance, as Suderman notes later in his essay, reading “as much like a comment on social media and cancel culture as it does on Chinese totalitarianism.”

Which in turn lends itself to the reading of the show offered by James Pethokoukis, who writes frequently on themes of stagnation. What if our years of relative disappointment, driven by “the surprise slowdown in tech progress and productivity growth since the early 1970s,” is actually the work of malign would-be invaders from elsewhere in the galaxy? After all, if there were some kind of alien observers “bopping around the planet and messing with us, how would the results be any different than what we’ve experienced for the past half century?”

Maybe that explains the weird craft that Navy pilots keep reporting. Maybe the faction in our government that seemingly wants people to believe that we have some sort of alien vessel in our possession is also responsible for the Netflix adaptation of Liu’s novel, injecting the idea of an alien threat into the pop-culture discourse in order to prepare us …

OK, I’ve said too much. (They’re always watching.) Let’s just retreat to safer ground and say that what I’m describing, this Western-centric interpretation of “The Three-Body Problem,” is a fascinating example of how translation both subtracts and adds to the meaning of a given work. In one trilogy of novels and its cultural journey, you can discern different portraits of our age of civilizational conflict, connected but distant, orbiting one another in a complicated dance.

Noah Smith on World War III .

Nathaniel Rich on U.F.O.s .

Andrew Delbanco on Norman Mailer’s arrival .

Mary Harrington on reactionary futurism .

Ann Manov revives the literary takedown.

Judith Shulevitz on adult liberation through children’s eyes .

Curtis Yarvin and Christopher Rufo exchange insults .

This Week in Decadence

“ Navy cancels ship briefings after damning internal report ,” Politico (April 7).

As the Navy’s largest U.S. trade show gets underway on Monday, officers in charge of the service’s marquee shipbuilding programs won’t offer the usual briefings with reporters and analysts about them. That break from the tradition of sharing program updates at the Navy’s Sea-Air-Space Exposition comes just days after the Navy announced that four of its most critical shipbuilding programs are years behind schedule. The Navy’s top admiral and civilian secretary have still not responded to questions about a damning Navy report released Tuesday outlining the sweeping failure of the Navy and its industrial partners to make expected progress on two submarine programs, an aircraft carrier and a new class of frigates. … The delays, from one to three years each depending on the program, come as the Navy and Pentagon pour billions into modernizing and upgrading shipyards in an attempt to build and repair ships more quickly and keep pace with China. Beijing’s navy has already surpassed the U.S. in size.

Ross Douthat has been an Opinion columnist for The Times since 2009. He is the author, most recently, of “The Deep Places: A Memoir of Illness and Discovery.” @ DouthatNYT • Facebook

• Dictionaries home
• American English
• Collocations
• German-English
• Grammar home
• Practical English Usage
• Learn & Practise Grammar (Beta)
• Word Lists home
• My Word Lists
• Recent additions
• Resources home
• Text Checker

Definition of problem noun from the Oxford Advanced Learner's Dictionary

• big/serious/major problems
• She has a lot of health problems .
• financial/social/technical problems
• Let me know if you have any problems .
• The government must address the problem of child poverty.
• We cannot tackle this problem effectively on our own.
• We are dealing with a serious problem here.
• Money isn't going to solve the problem .
• (especially North American English) to fix a problem
• If he chooses Mary it's bound to cause problems .
• to pose/create a problem
• The problem first arose in 2018.
• problem with something There is a problem with this argument.
• problem of something the problem of drug abuse
• problem of doing something Most students face the problem of funding themselves while they are studying.
• problem for somebody Unemployment is a very real problem for graduates now.
• It’s a nice table! The only problem is (that) it’s too big for our room.
• Part of the problem is the shape of the room.
• Stop worrying about their marriage—it isn't your problem.
• There's no history of heart problems (= disease connected with the heart) in our family.
• the magazine’s problem page (= containing letters about readers’ problems and advice about how to solve them)
• All the anti-depressant does is mask the problem.
• Depression is a natural feeling if your problems seem intractable.
• For years I've tried to overlook this problem.
• Fortunately, it's easy to avoid any potential problems.
• Framing the problem is an important step.
• She believes she may have found a solution to the problem.
• He developed a drinking problem.
• She doesn't really see the problem.
• He doesn't seem to understand my problem.
• She had to undergo surgery to cure the problem with her knee.
• He has been faced with all manner of problems in his new job.
• Her new job had taken her mind off her family problems for a while.
• I didn't imagine there would be a problem about getting tickets.
• I don't anticipate any future problems in that regard.
• I forgot my problems for a moment.
• I'm glad you finally admitted your problem.
• If the problem persists you should see a doctor.
• Inadequate resources pose a problem for all members of staff.
• Most people can see the ethical problem with accepting such an offer.
• No one ever asked why or how the problem originated.
• Our greatest problem is the lack of funds.
• She had serious substance abuse problems with both cocaine and heroin.
• She raised the problem of falling sales at the last meeting.
• Success brings its own problems.
• Systemic security problems have been identified.
• The accident poses a terrible problem for the family.
• The basic problem remains the lack of available housing.
• The plan has been fraught with problems from the start.
• The problem lies in the lack of communication between managers and staff.
• Therein lies the problem.
• The rail strike is a problem for all commuters.
• The role of the sun in climate change is still a big unsolved problem.
• The traffic in illegal drugs is a global problem.
• These symptoms may indicate a serious problem.
• They created a task force to study this problem.
• They sold their car to ease their financial problems.
• This illustrates another potential problem.
• This underscores the biggest problem with electronic voting.
• We need to get to the root of the problem before we can solve it.
• We're faced with a whole host of new problems.
• This is one of the great problems of cosmology: where did the overall structure of the universe come from?
• present (somebody with)
• behaviour/​behavior
• problem about
• problem for
• an approach to a problem
• the crux of the problem
• the heart of the problem

Join our community to access the latest language learning and assessment tips from Oxford University Press!

• mathematical problems
• to find the answer to the problem
• The teacher set us 50 problems to do.
• I have five problems to do for homework.
• trigonometry
• complicated
• find the answer to
• I have no problem with you working at home tomorrow.
• (informal) We are going to do this my way. Do you have a problem with that? (= showing that you are impatient with the person that you are speaking to)
• Do you have a problem with her?
• If they can't afford to go, that's not my problem.
• ‘Can I pay by credit card?’ ‘Yes, no problem.’
• ‘Thanks for the ride.’ ‘No problem.’
• ‘My parents will be furious!’ ‘That’s your problem.’
• What's your problem?—I only asked if you could help me for ten minutes.

Other results

• a chicken-and-egg situation, problem, etc.

Nearby words