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Showing posts with the label undecidable

Solving all Problems. Impossible? Yes.

  Can We Ever Solve Every Problem? G Donald Allen Introduction. The fundamental problem of this section is to consider reasons why we have not yet reached the point in human evolution where we can solve all of our problems. This seems to have a popular origin in the Sherlock Holmes film, “Dressed to Kill [1] ,” where Dr. Watson, expresses the notion, “There is not a problem the mind can set that the mind cannot solve.” In the next section, we show quite the opposite. Some of the greatest of unsolvable problems are related to brain capacity, evolution, conceptuality, prediction, scale, vagueness, complexity, and more. These present roadblocks to problem-solving, and form the background for many almost unsolvable problems. There are multiple reasons, by no means the smallest class of them being the so-called impossible problems to be considered in another chapter. As well, we need to discuss further methodologies for solutions to come in the next chapter. Here are a few examples,

Ten ways a Problem is Difficult

What Makes a Problem Difficult? by G. Donald Allen Introduction . All of us solve problems daily. At home or office, from balancing the corporate books to teaching to researching theoretical physics, and even managing family affairs, successful days are those with problems well solved. Many problems are routine or even easy, but too many arrive with a measure of difficulty. So, what’s difficult? Let’s begin by indicating that “difficult,” when applied to problem-solving, is difficult to describe. We explore several possibilities, for those of you already good at problem-solving. That is, you know the general problem-solving steps (Appendix A) and have used them to succeed previously. Certainly, experience is extremely important. Lack of experience can make almost any problem difficult as we’ve learned from history – our own included. Also, and of great importance is the ability to recognize a solution if by chance you stumble upon it. Organizations of all kinds need a “fixer,”