2 things needed to be a smart problem solver

1 Problem solving mindset

2 Smart approach to problem solving

Optimistic Smart Problem Solvers:

Nelson Mandela - Apartheid movement “We are rolling up our sleeves to begin tackling the
problems our country faces.”

Wright Brothers - Pioneers of Aviation “For some years I have been afflicted with the belief that
flight is possible to man. My disease has increased in severity and I feel that it will soon cost me
an increased amount of money if not my life.”

Anne Sullivan - Teacher of Helen Keller “I do not pretend that I know the whole solution of the
world’s problems, but I am burdened with a Puritanical sense of obligation to set the world to
rights,”

Hellen Keller - Ykw alr “Optimism is the faith that leads to achievement; nothing can be done
without hope”

Optimism is the madness of maintaining that everything is right when it is wrong - Voltaire

Optimism - Latin optimum (best) - quest for best possible outcome in certain situations
Vs
Pessimistic Victim Mindset - people blame others for their situation, no control over events,
powerless feeling tending to fail; it feels comfortable that's why people fall into it

John C. Maxwell, who says, “I am always looking for answers, I always believe that I can find
them, and I’m always convinced that there is more than one solution to any problem.”

“If we challenge ourselves to reach for something better, there is no problem we cannot solve,”8
said former US president Barack Obama

Studies:
Psychology professor Edward C. Chang observed that more optimistic ‘high-hope’ students had
greater problem-solving abilities than their ‘low-hope’ peers. ‘High-hope’ students were also
better able to cope with stressful situations during their studies.

Professor Gaye Williams of Deakin University (Australia) found that optimism supported
elementary school students in their ability to collaboratively and creatively solve mathematical
problems

A study by researchers from Michigan State University and the University of California (Davis)
revealed a clear link between optimism and having a satisfying and happy romantic relationship.
This was mainly explained by a higher degree of cooperative problem-solving abilities among
partners with a more optimistic mindset.
Method to get out of victim mindset:
Cognitive Behavioral Therapy (CBT) - to increase your awareness of negative thinking
and shifting from victim to problem solving
- Describe the problem situation
- Write down your thoughts and beliefs about the problem
- Dispute ineffective beliefs
- Create a more effective outlook

Having a growth mindset is key to problem solving mindset (Michael Jordan, Elon Musk)
Vs
Fixed mindset

Former rocket scientist and award-winning professor Ozan Varol explains, you will not see
failure as a roadblock, but as “a portal to progress.

The concepts of growth mindset and fixed mindset are based on the work of Stanford professor
Carol Dweck

Studies:
A national study in the US, lower-achieving students were taught that they can actually develop
their intellectual abilities led to a more positive approach to challenges and helped to improve the
studentsʼ academic performance.

A study among employees of Thai manufacturing companies revealed that a learning

orientation—the internal drive to develop and seek challenges that provide a learning
opportunity—was positively linked with innovative problem-solving behavior.

A study in a Norwegian government agency showed a strong link between the learning
orientation of employees and their propensity to come up with creative ideas for solving
problems in their work role.

How to shift from fixed mindset to growth mindset

1. Listen to your inner voice
2. Use “not yet”
3. Set yourself learning goals
4. Recognize progress

Marcus Aurelius - roman emperor and stoic philosopher; author of Meditations (a journal) pg 21

“care is to be bestowed on any enterprise only in proportion to its proper value. For if you keep
this in mind you will not be disheartened from overconcern with things of less importance.”

if something is not really important, then do not make a problem out of it!

“planning your life, one action at the time”

“If you suffer pain because of some external cause, what troubles you is not the thing but your
decision about it,”

Circle of concern: includes the wide range of concerns you have in the world, your work and life
People with problem-solving mindset realize they are things within CoC they cannot influence

“To make the best of what is in our power, and take the rest as it occurs,”is how the Stoic
philosopher Epictetus, one of Marcus Aureliusʼs role models, succinctly summarizes the main
idea of Stoic thinking.
As a smart problem solver, you will only accept an issue as a problem if two basic conditions are
fulfilled:
1. Importance: The issue is important for you.
2. Control: You can actually do something about it.

Control test: if you have no control over it, there’s no use spending energy on it

Focus on the Circle of Influence instead - things where you can actually make a difference with
your own actions

accept external conditions that you cannot change as what they are—external conditions—and
focus on what you can influence instead.

“Do what you can control, focus on what you can control.” - Michael Phelps

2 types of goal orientation

Mastery orientation - focused on input-related goals (improving a certain skill; doing
something in the best way possible)
Performance orientation - focused on reaching a certain outcome (getting better grades)

In a study among 868 Indian managers, differences in the level of mastery orientation had a
significant effect on job performance, while differences in performance goal orientation did not
have any effect on performance at all.

Should you try to solve a problem?

1. Is the problem really important for you
2. Can you do something about it
3. Are you focusing on the bits of the problem that you can control?

Power of unconscious mind:

Examples:
● Zhang solving hard math problem while resting
● Einstein through playing the violin
● Churchill while painting
● Werner Heisenberg during a walk in the park
● J.K. Rowling during a wait for a train for 4 hours
The conscious mind excels in problem-solving through analysis and planning, but smart problem
solvers also harness the vast potential of the unconscious mind.

Richard Nisbett: “Never fail to take advantage of the free labor of the unconscious mind.”

The unconscious mind excels in pattern recognition, working behind the scenes to form
associations, including non-verbal cues. When it identifies something noteworthy, it signals the
conscious mind, often resulting in an "aha" or "eureka" moment.

Problem solvers strategically use their unconscious mind by priming it with a problem or
question and then engaging in unrelated activities. This approach allows the unconscious to
process information freely, often leading to breakthroughs when the conscious mind is stuck.

“Even when it’s idling, the brain is still active,” explains Ozan Varol. “You often have to wait
away from the problem—literally and metaphorically—for the answer to arrive.”

Studies:

University of Hertfordshire: An incubation period, involving a break from the problem, enhances
creative problem-solving by allowing the unconscious mind to work on the task.

Universities of Beijing and California (Irvine): College students who engaged in more
mind-wandering during incubation were better at solving creative problems, highlighting
mind-wandering's role in insight problem-solving.

Professional Writers and Physicists Study: Around 20% of participants had their most creative
ideas during unrelated mind-wandering. These ideas often broke through impasses and were
more likely to be experienced as "aha" moments compared to ideas formed while actively
working.

A key strategy of smart problem solvers is seeking help from others, leveraging diverse
perspectives and expertise to tackle problems more effectively.

Smart problem solvers seek guidance from those with expertise or experience, asking:

1. "Who knows the most about this problem?" – to find domain experts.
2. "Who has solved a similar problem?" – to gain ideas and insights.
3. "Whom can I include in my support team?" – to enlist active collaborators.

By treating problem-solving as a collaborative effort, they leverage collective knowledge and

teamwork for better results.

“Get other people involved as quickly as possible,” is the advice of Thomas Wedell-Wedellsborg
“Choosing the right support team is crucial for effective problem-solving. It’s best to involve
people outside your echo chamber who offer fresh perspectives and are less emotionally tied to
your preferred view of the problem or solution.” - Thomas Wedell-Wedellsborg

For solving complex problems, it is recommended to work in groups of at least three. This allows
one person to listen and think while the other two engage in discussion, fostering deeper insights
and ideas.

Select support team members who are positive, encouraging, and solution-focused. Engage with
those who inspire confidence and optimism, while avoiding individuals who undermine or drain
your energy.

Helen Keller said, “alone we can do so little; together we can do so much.”

Michael Jordan’s wise words: “Talent wins games, but teamwork and intelligence win
championships.”

The University of Illinois at Urbana-Champaign study involved 760 participants solving a

problem with equations. Groups of three or more people proposed more complex equations and
solved the problem faster than individuals or pairs, concluding that three-person groups are
optimal for solving intellectual problems.

In the "Teams Make You Smarter" study by researchers from the UK, Austria, and the US, joint
problem-solving in teams improved individual performance in later tasks, demonstrating that
teamwork enhances problem-solving skills.

Field studies in professional service firms showed that collaborating with others leads to a shift
in problem-solving abilities, helping individuals understand problems better, generate creative
solutions, and gain new insights through social interactions and positive reinforcement.

Smart problem solvers

1. believe that problems are there to be solved,
2. approach problems with a growth mindset,
3. focus on what is really important and what they can control
4. use the power of their unconscious mind
5. ask others for help

“Many of our invisible rules were developed in response to problems that no longer exist,” writes
Ozan Varol.

As psychologist Richard Nisbett explains, the fundamental attribution error constantly gets us
into trouble: “We trust people we ought not to, we avoid people who really are perfectly nice, we
hire people who are not all that competent”

Smart problem solvers avoid three common thinking errors:

 1. Solving the wrong problem: They ensure they are addressing the right problem before
attempting solutions, avoiding wasted effort on unsolvable issues.

2. Being too attached to pet ideas: They resist selectively favoring certain ideas or
assumptions and remain open to new evidence, even when it challenges their preferred
solutions.

3. Misjudging other people: They avoid the fundamental attribution error, recognizing that
people’s behavior may be influenced by situational factors rather than their inherent
personality, and adjust their approach accordingly.

Studies:

Roni Reiter-Palmon's Problem Construction Study: Research by Roni Reiter-Palmon and

colleagues at the University of Nebraska showed that the ability to properly define and construct
a problem is linked to more creative and higher-quality solutions. This was confirmed by a 2020
meta-analysis, which found a positive relationship between problem definition and creative
outcomes.

Confirmation Bias in Psychiatrists: A study by researchers from Germany, Austria, and the US
found that psychiatrists who didn't seek evidence contradicting their initial diagnosis were wrong
70% of the time. This highlights the impact of confirmation bias in clinical settings.

Job Interview Performance and Predictions: Richard Nisbett's research on job interviews showed
that there is a very weak correlation (less than 0.10) between interview performance and actual
job success, regardless of the profession. This suggests that job interviews are poor predictors of
future job performance, similar to a coin toss.

Smart problem solvers follow a structured process: first, they clarify the problem, then diagnose
its causes, generate multiple potential solutions, select the best one, and commit to action. The
second part of the book explores the methods and tools they use during this process.

“The formulation of a problem is often more essential than its solution,” said Albert Einstein,

To overcome the ‘plunging-in bias’—the tendency to start solving a problem before fully
understanding it—smart problem solvers use these four steps:

1. Create a written problem statement: Writing down the problem forces clearer thinking
and helps avoid premature conclusions.
2. Clarify your goals: Clearly define the desired outcomes to assess potential solutions
effectively. Consider "good enough" outcomes when a perfect solution isn't possible.
3. Understand the goals of others: Recognize other stakeholders’ goals to find a resolution
that works for everyone.
 4. Reframe the problem: After defining the problem and goals, step back and consider
alternative formulations. This helps prevent dead-ends and fosters more effective
problem-solving.

"The problem is not always the problem" is advice from a former McKinsey consultant,
emphasizing the importance of reframing. Reframing involves stepping back and viewing the
problem from a different perspective to find a better formulation, allowing for more effective
solutions.

The four steps of clarifying a problem are essential to avoid wasting time on the wrong issue.

1. Create a short written problem statement: MIT professor Nelson Repenning and
colleagues highlight this as a crucial skill. A good problem statement:
○ Focuses on a significant issue.
○ Is connected to a clear, specific goal.
○ Articulates a measurable gap between the current state and the target.
○ Remains neutral, not favoring specific diagnoses or solutions.
○ Has the right scope, neither too narrow nor too broad, for efficient
problem-solving.
2. Clarify your goals: Understanding your goals is crucial for evaluating whether a solution
will achieve the desired outcomes. For example, the senior management team in the case
set these goals:
○ Keep the company profitable.
○ Recover lost advertising revenues.
○ Cut costs (including labor costs) by 20%.

Knowing these goals helps determine which solutions align with the desired results.

3. Understand the goals of others: Many problems involve multiple stakeholders, each
with their own goals. For example, in the media corporation scenario, senior
management, subsidiary managers, customers, investors, and employees all had different
priorities.

To effectively solve a problem, consider the goals of others by asking:

● Who else is involved and what are their goals?

● How might they view the situation differently?

For instance, when setting goals for exercise, consider how family members might feel about
your schedule. They may prefer you to exercise at different times to align with their goals, like
spending more time together.

By considering the perspectives of others early in the problem-solving process, you can find
solutions that are beneficial or at least acceptable to all parties, and it can also help with
reframing the problem.

“By shifting the way you see the problem—that is, by reframing it—you can sometimes find
radically better solutions,”9 explains Thomas Wedell-Wedellsborg
 4. Reframe the problem: Reframing involves looking at the problem from a different
perspective to uncover better solutions. The shift from focusing on cutting labor costs to
finding ways to offset advertising losses is a prime example. According to Thomas
Wedell-Wedellsborg, reframing can lead to significantly improved solutions.

To reframe effectively, ask these questions:

● Are we pursuing the right goal, or are there better goals?

● Can we simplify or reframe a big problem to make it more manageable?
● What assumptions are we making, and what if they’re wrong?
● How would an outsider describe the problem?

Reframing is a continual process. Experienced problem solvers revisit the problem regularly to
ensure they are still addressing the right one. When evaluating your reframed problem statement,
check if it meets the five characteristics of a good problem statement:

1. Focuses on an important issue.

2. Is connected to a specific goal.
3. Includes a measurable target and identifies the gap.
4. Remains neutral and avoids biased solutions.
5. Has the appropriate scope for tackling the problem.

By revisiting and restating the problem, you increase the likelihood of finding a better solution.

1. Getzels & Csikszentmihalyi (Creative Arts Students): Creative arts students spend
more time defining the problem before arriving at a solution. They are also open to
revisiting and revising their initial problem definition during the problem-solving
process.

2. Dutch Research (Primary Students): A strong link exists between how well primary
students define a problem and the originality and completeness of their ideas,
highlighting the importance of problem clarification.

3. Study on 15-18-Year-Old Students: Students who identified and described a problem

themselves generated more responses compared to those given a predefined problem,
showing the value of problem-finding in creative thinking.

4. Paul C. Nutt (Organizational Decision-Making): Nutt found that many organizational

decisions fail because problems are often defined in a way that biases the solution. He
suggests keeping the decision process open to new possibilities and avoiding early bias
toward a particular solution.

Summary of the Text:

1. Celina's Case (Medical Mistake): A 12-year-old girl, Celina, was misdiagnosed with a
bacterial infection by a doctor’s assistant, which led to a dangerous allergic reaction from
 antibiotics. The real cause was glandular fever, a viral disease. This mistake could have
been avoided with a more thorough diagnostic process.

2. Importance of Diagnosis Before Therapy: A correct diagnosis is essential before

seeking a solution. Premature solutions based on incorrect assumptions can worsen the
problem. Sherlock Holmes’ quote emphasizes the importance of gathering data before
forming conclusions. A good diagnosis involves understanding the symptoms and testing
hypotheses about their root causes.

3. Steps in Problem Diagnosis:

○ Gather Data: Collect facts and reliable data about the problem. Distinguish
between facts and opinions, and consider context and possible biases in data
sources.
○ Identify Root Causes: Use tools like logic trees to explore all potential root
causes and avoid focusing on just one. This helps ensure no crucial factors are
overlooked.
○ Develop and Test Hypotheses: Form hypotheses about the most likely causes
and test them with appropriate analyses. This approach reduces bias and ensures a
comprehensive investigation.
○ Search for Solutions: Only after confirming the root cause with high certainty
should one proceed to find the right solution.
4. Sherlock Holmes' Approach: Holmes’ method of forming hypotheses allows for critical
testing and avoiding confirmation bias. A smart problem solver sets multiple hypotheses
to explore the most likely causes, testing them with specific data to narrow down the
solution path.

5. Example of Hypotheses Testing: In Celina’s case, the doctor could have tested two
hypotheses: a bacterial infection or glandular fever. Using tests like blood work or
examining the tonsils could have revealed the true cause.

6. Conclusion: A good problem diagnosis is crucial for finding effective solutions.

Gathering data, considering all possible causes, and testing hypotheses systematically
leads to more accurate problem-solving. This method avoids the common error of
jumping to conclusions too quickly, as seen in Celina's case.

Summary of Studies:

1. Study on Diagnostic Errors (Physicians): A study analyzing 583 diagnostic errors

found that 44% occurred during the testing phase (e.g., failure to order, report, or follow
up on lab results). Other common errors included clinical assessment mistakes (32%),
failure to consider patient history (10%), and errors during physical examination (10%).
This highlights the importance of thorough data collection and hypothesis testing in
medical problem-solving.
 2. Korean Detectives Study: Korean detectives working under time pressure generated
fewer and lower-quality hypotheses in simulated investigative scenarios. The study
suggests that more time spent formulating hypotheses improves the likelihood of finding
the correct solution, supporting Sherlock Holmes' preference for careful thinking before
conclusions.

3. Packaging Machine Operators Experiment: Participants acting as packaging machine

operators were given raw data, one hypothesis, or three competing hypotheses. The
data-only group was the least efficient in solving the problem. The group with one
hypothesis was faster if it was correct, but three competing hypotheses led to the best
strategy overall, even if it took more time initially. This shows that having multiple
hypotheses improves problem-solving efficiency.

4. Mesmer-Magnus & DeChurch Study on Team Performance: An analysis of 72

research studies found that information sharing significantly enhances team performance.
The more data team members shared with each other, the better they could collectively
solve problems. This emphasizes the importance of collaboration and data exchange in
effective problem-solving.

Here's a detailed dive into all the chapters and topics of Solve It!: The Mindset and Tools of
Smart Problem Solvers by Dietmar Sternad, including key insights, examples, and practical
tools from each section.

Introduction
● Main Idea: Problems are a natural part of life, but not everyone knows how to solve
them effectively. This book equips readers with a problem-solving mindset and a
systematic approach to solving problems.
● Key Points:
○ Problems can be personal, professional, or societal.
○ Effective problem-solving leads to control, confidence, and recognition.
○ The book is structured in two parts: Mindset and Process.

📘 Part I: The Problem-Solving Mindset

This section focuses on cultivating the right attitudes and beliefs to tackle problems effectively.
Chapter 1: Problems Are There to Be Solved
Key Insights:

● Optimism is fundamental to problem-solving.

● Examples:
○ Nelson Mandela: Believed apartheid could be ended despite fierce resistance.
○ Wright Brothers: Solved the challenge of human flight through relentless
testing.
○ Anne Sullivan & Helen Keller: Overcame the barrier of Helen's deafblindness.

Quotes:

● Helen Keller: “Optimism is the faith that leads to achievement; nothing can be done
without hope.”

Tools & Exercises:

● CBT (Cognitive Behavioral Therapy):

Steps to shift from a victim mindset to a problem-solving mindset:
1. Describe the problem situation.
2. Identify your thoughts and beliefs.
3. Dispute ineffective beliefs.
4. Create a more effective outlook.

Chapter 2: Believe in Your Abilities

Key Insights:

● Develop a growth mindset (belief that abilities can improve with effort).
● Examples:
○ Michael Jordan: Overcame rejection from his high school basketball team
through relentless practice.
○ Elon Musk (SpaceX): Learned from multiple rocket launch failures to achieve
success.

Research:

● Carol Dweck’s Growth Mindset:

Demonstrates how a growth mindset leads to better performance and resilience.

Tools & Exercises:

● Shifting to a Growth Mindset:

 1. Listen to your fixed mindset voice.
2. Use “not yet” to reframe limitations.
3. Set learning goals.
4. Recognize progress and effort.

Chapter 3: Focus on What You Can Influence

Key Insights:

● Focus on your Circle of Influence (things you can control).

● Examples:
○ Marcus Aurelius: Stoic philosopher who emphasized focusing on controllable
aspects.
○ Michael Phelps: “Do what you can control, focus on what you can control.”

Tools & Exercises:

● The Importance & Control Test:

○ Importance: Is the issue important for your goals?
○ Control: Can you influence it?

Chapter 4: Use the Power of Your Unconscious Mind

Key Insights:

● Allow your unconscious mind to work on problems when stuck.

● Examples:
○ Yitang Zhang: Solved a major mathematical problem while resting.
○ Albert Einstein: Gained insights while playing the violin.
○ J.K. Rowling: Developed the idea for Harry Potter during a delayed train
journey.

Tools & Exercises:

● Relax and Incubate:

1. Prime your mind with the problem.
2. Engage in unrelated activities (daydreaming, walks, sleep).
3. Await a “eureka moment.”
Chapter 5: Rally Your Support Team
Key Insights:

● Problem-solving is a team sport. Seek help and input from others.

● Examples:
○ Graduate Students Case: Switching from solo research to consulting experts
solved their market entry problem.
○ Michael Jordan: “Talent wins games, but teamwork and intelligence win
championships.”

Tools & Exercises:

● Questions to Ask:
1. Who knows the most about this problem?
2. Who has solved a similar problem?
3. Who can be on my support team?

Chapter 6: Beware of Common Problem-Solving Errors

Key Insights:

● Avoid three key errors:

○ Solving the wrong problem.
○ Being too attached to pet ideas.
○ Misjudging other people (fundamental attribution error).
● Examples:
○ Blockbuster: Failed to adapt to digital streaming due to attachment to their old
business model.
○ Jessica’s Interview Case: Misjudging a candidate’s personality based on a single
interaction.

Tools & Exercises:

● Problem Clarification: Ensure you’re solving the right problem.

● Challenge Assumptions: Ask “What if this assumption isn’t true?”

📘 Part II: The Problem-Solving Process

This section introduces the 5Cs Framework for a structured approach to solving problems.
Chapter 7: Clarify – Solve the Right Problem
Key Insights:

● Avoid the “plunging-in bias” (jumping to solutions too quickly).

● Steps to Clarify:
1. Write a clear problem statement.
2. Clarify your goals.
3. Understand others’ goals.
4. Reframe the problem.

Chapter 8: Causes – Make the Right Diagnosis

Key Insights:

● Understand root causes before solving.

● Techniques:
○ Gather data.
○ Ask “Why?” multiple times (5 Whys Technique).
○ Build and test hypotheses.

Chapter 9: Create – Find Promising Solutions

Key Insights:

● Use divergent thinking to generate multiple ideas.

● Techniques:
○ Brainstorming.
○ Mind Mapping.
○ Consult experts.

Chapter 10: Choose – Decide on the Optimal Solution

Key Insights:

● Evaluate solutions based on criteria (feasibility, impact, resources).

 ● Techniques:
○ Pros and Cons List.
○ Decision Matrix.
○ Heart Check: Does this solution feel right?

Chapter 11: Commit – Make It Happen

Key Insights:

● Implementation is key to problem-solving.

● Steps:
1. Plan and test solutions.
2. Review progress and adapt.
3. Secure commitment from others.

Chapter 12: Conclusion – Problem Solved

Key Takeaways:

● The combination of a problem-solving mindset and a structured process can tackle

challenges effectively.
● Continuous learning and adaptation are essential.

📘 Appendix: Solve It Like the Pros

Insights from Professional Problem Solvers:

1. Scientists: Systematic experimentation and hypothesis testing.

2. Doctors: Accurate diagnosis and treatment plans.
3. Designers: User-centered design and iterative testing.
4. Consultants: Structured frameworks and client engagement.
5. Negotiators: Collaborative problem-solving and finding mutual gains.
6. Coaches: Guiding others to find solutions through questioning.
To provide a detailed summary of the book Solve It! by Dietmar Sternad, including important
terms, quotes, people, examples, definitions, and studies, here’s a breakdown based on the book's
structure and key content:

Summary of the Book

Title: Solve It!: The Mindset and Tools of Smart Problem Solvers

Author: Dietmar Sternad

Focus: Developing a problem-solving mindset and applying systematic methods to effectively
solve challenges in work and life.

The book is divided into two main parts:

1. The Problem-Solving Mindset (Chapters 1-6): Cultivating the right attitude and thought
processes.
2. The Problem-Solving Process (Chapters 7-12): A systematic five-step approach to
solving problems effectively.

It also includes an appendix with advice on solving problems like professionals (scientists,
doctors, designers, consultants, negotiators, and coaches).

Important Concepts & Terms

1. Problem-Solving Mindset:
A combination of optimism, belief in your abilities, focus on controllable aspects,
leveraging the unconscious mind, teamwork, and avoiding common thinking errors.

2. Growth Mindset:
The belief that skills and abilities can be developed with effort and persistence (inspired
by Carol Dweck's research).

3. Circle of Concern vs. Circle of Influence:

1. Circle of Concern: Everything you worry about.

2. Circle of Influence: The areas where you can actually make a difference.
4. Common Problem-Solving Errors:

1. Solving the wrong problem.

2. Being too attached to pet ideas.
3. Misjudging other people (fundamental attribution error).
 5. 5Cs Problem-Solving Process:
A structured approach:

1. Clarify: Define and understand the right problem.

2. Causes: Identify root causes through data and diagnosis.
3. Create: Generate potential solutions.
4. Choose: Decide on the best solution.
5. Commit: Implement the solution and follow through.

Key People & Examples

1. Nelson Mandela:
Believed apartheid could be solved, exemplifying optimism and determination.

2. The Wright Brothers:

Demonstrated persistence and problem-solving in achieving human flight.

3. Anne Sullivan & Helen Keller:

Anne's belief in Helen's potential led to Helen overcoming her disabilities.

4. Michael Jordan:
His response to being rejected from the varsity basketball team illustrates a growth
mindset.

5. Marcus Aurelius:
Roman emperor and Stoic philosopher who focused on what he could control.

6. Elon Musk (SpaceX):

Persisted despite multiple rocket launch failures, illustrating learning from setbacks.

7. Yitang Zhang (Mathematician):

Solved the twin primes conjecture by harnessing his unconscious mind during a break.

8. Peter Bregman (Harvard Business Review):

Realized he was solving the wrong problem when dealing with his children’s morning
fights.

Important Quotes
1. Seneca the Younger:
"It is not because things are difficult that we do not dare, but because we do not dare that
 things are difficult."

2. Helen Keller:
"Optimism is the faith that leads to achievement; nothing can be done without hope."

3. John C. Maxwell:
"I am always looking for answers, I always believe that I can find them, and I’m always
convinced that there is more than one solution to any problem."

4. Michael Phelps:
"Do what you can control, focus on what you can control."

5. Albert Einstein:
"The formulation of a problem is often more essential than its solution."

Studies and Research Cited

1. Edward C. Chang:
Found that optimistic students had greater problem-solving abilities.

2. Carol Dweck:
Demonstrated that a growth mindset improves learning and resilience.

3. Stephen Covey (Circle of Influence):

Encouraged focusing on controllable aspects to improve effectiveness.

4. Richard Nisbett:
Highlighted the power of the unconscious mind and the fundamental attribution error.

5. Roni Reiter-Palmon:
Showed the importance of correctly defining problems (problem construction) for
finding creative solutions.

Definitions
1. Problem:
An unsatisfactory situation that requires a solution.
 2. Mindset:
The set of beliefs and attitudes that influence how you approach problems.

3. Divergent Thinking:
Generating multiple solutions and ideas.

4. Incubation Period:
Time spent away from a problem to allow unconscious processing.

Practical Tools & Techniques

1. Cognitive Behavioral Therapy (CBT):
A method to overcome negative thinking patterns.

2. Reframing:
Looking at a problem from a different perspective to find alternative solutions.

3. Brainstorming Reloaded:
Modernized brainstorming techniques to enhance creativity.

4. Support Team Selection:

Choosing the right people to collaborate with, focusing on diversity of thought.

This detailed summary captures the essence of Solve It! and its guidance for becoming a smart
problem solver. If you need a deeper dive into any chapter or topic, feel free to ask!