einstein quote problem solving 55 minutes

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I Would Spend 55 Minutes Defining the Problem and then Five Minutes Solving It

Albert Einstein? A Yale Professor? Apocryphal?

If I had only one hour to save the world, I would spend fifty-five minutes defining the problem, and only five minutes finding the solution. If I had an hour to solve a problem I’d spend 55 minutes thinking about the problem and 5 minutes thinking about solutions. Given one hour to save the planet, I would spend 59 minutes understanding the problem and one minute resolving it.

Because there are so many different variations I do not have much confidence that this was actually said by the acclaimed genius. Would you please explore this expression?

Quote Investigator: There is no substantive evidence that Einstein ever made a remark of this type. It is not listed in the comprehensive collection “The Ultimate Quotable Einstein” from Princeton University Press. [1] 2010, The Ultimate Quotable Einstein, Edited by Alice Calaprice, Princeton University Press, Princeton, New Jersey. (Examined on paper)

The earliest relevant evidence located by QI appeared in a 1966 collection of articles about manufacturing. An employee of the Stainless Processing Company named William H. Markle wrote a piece titled “The Manufacturing Manager’s Skills” which included a strong match for the saying under investigation. However, the words were credited to an unnamed professor at Yale University and not to Einstein. Also, the hour was split into 40 vs. 20 minutes instead of 55 vs. 5 minutes. Boldface has been added to excerpts: [2] 1966, The Manufacturing Man and His Job by Robert E. Finley and Henry R. Ziobro, “The Manufacturing Manager’s Skills” by William H. Markle (Vice President, Stainless Processing … Continue reading

Some years ago the head of the Industrial Engineering Department of Yale University said, “If I had only one hour to solve a problem, I would spend up to two-thirds of that hour in attempting to define what the problem is.”

Albert Einstein died in 1955, and by 1973 a version of the saying had been assigned to him in an article in the journal “Invention Intelligence” based in New Delhi, India. Interestingly, the hour was split into three parts instead of two. No supporting data for the attribution was given: [3] 1973 August, Invention Intelligence, Volume 8, Number 8, Can I Learn to Invent? by A. M. Elijah (Director, Institute of Creative Development, Poona-1), Start Page 294, Quote Page 297, Issued by the … Continue reading

Often the problem as given is misleading, and you have to work through a mass of data to define the real problem. Often this step consumes more time than deriving the solution. Einstein said: “If I were given an hour in which to do a problem upon which my life depended, I would spend 40 minutes studying it, 15 minutes reviewing it and 5 minutes solving it.”

Here are additional selected citations in chronological order.

In 1986 an instance of the saying was attributed to Einstein in a paper published in the conference proceedings of the International Association of Quality Circles. The hour was split into two parts. The phrase “Einstein is reported to have said” suggested that the author did not have much confidence in the ascription: [4] 1986, Educational Transactions of the 8th Annual IAQC Spring Conference, “Creatively Managing Your Mind” by Robert J. Greene (IBM Corporation), Start Page 62, Quote Page 68, Published by … Continue reading

Einstein is reported to have said that if he only had one hour to solve a problem he would spend 55 minutes defining the problem and the remaining 5 minutes solving it routinely.

In 1989 “The Practical Guide to Joint Ventures and Corporate Alliances” was published, and the author presented an instance attributed to Einstein. This version once again split the hour into three parts: [5] 1989, The Practical Guide to Joint Ventures and Corporate alliances by Robert Porter Lynch, Chapter 13: Problems and Pitfalls in Strategy and Structure, Quote Page 225 and 226, John Wiley & Sons, … Continue reading

Albert Einstein was once asked how he would spend his time if he was given a problem upon which his life depended and he had only one hour to solve it. He responded by saying he would spend 30 minutes analyzing the problem, 20 minutes planning the solution, and ten minutes executing the solution. For those overly prone to jumping into action, a bit more planning would be worthwhile.

Skilled researchers Jesse Mazer and Barry Popik have also examined this saying and some of their findings have been incorporated in the next section. [6] Website: Wikiquote: Discussion Page, Webpage Title: Talk: Albert Einstein, Discussion topic: If I had only one hour to save the world, I would spend fifty-five minutes defining the problem, and only … Continue reading [7] Website: The Big Apple, Article title: “If I had an hour to solve a problem, I would spend 55 minutes thinking about the problem”, Date on website: May 06, 2014, Website description: Etymological … Continue reading

In 1995 the book “Creative Problem Solving and Opportunity Finding” printed an instance of the expression in which Einstein was called upon to save the world: [8] 1995, Creative Problem Solving and Opportunity Finding by J. Daniel Couger, Chapter 6, Quote Page 178, Boyd & Fraser Publishing Company, Danvers, Massachusetts, A division of International … Continue reading

Dewey believed that a problem well stated was half solved. Albert Einstein was even more emphatic about the importance of the definition of the problem. He was once asked: “If you have one hour to save the world, how would you spend that hour?” He replied, “I would spend 55 minutes defining the problem and then five minutes solving it.”

In March 1995 “The Orange County Register” newspaper of California printed the remarks of a management professor at McMasters University in Ontario who credited Einstein with an instance of the saying: [9] 1995 March 19, The Orange County Register, Section: Business, “BUSINESS FIND A NEW TOOL: CREATIVITY – STRATEGIES: More companies are encouraging creative thinking in order to remain … Continue reading

While brainstorming and problem solving are important, it’s equally critical to pinpoint the exact problem, Basadur said. “When Einstein was asked how he would save the world in one hour, he said he’d spend 55 minutes defining the problem and five minutes solving it,” Basadur said.

A 2012 book about the talents needed by workers in the robotic age presented a dramatic scenario for the time limit and suggested that Einstein delivered his remarks during an interview: [10] 2012, Metaskills: Five Talents for the Robotic Age by Marty Neumeier, Unnumbered page, Published by New Riders, an imprint of Peachpit, a division of Pearson Education. (Google Books Preview)

In another interview he said that if he knew a fiery comet was certain to destroy the earth in an hour , and it was his job to head it off, he would spend the first fifty-five minutes defining the problem and the last five minutes solving it.

An interesting analogous statement has been spuriously attributed to another eminent person. The following remark about preparing to perform a task is usually assigned to Abraham Lincoln. An examination of its provenance is available by following this link :

Give me six hours to chop down a tree and I will spend the first four sharpening the axe.

In conclusion, currently there is no known substantive support for the claim that Albert Einstein made one of these remarks. The earliest evidence points to an unknown academic at Yale University who may have made the statement given in the 1966 citation. The popular expression has been evolving for decades leading to a creative efflorescence of inaccuracies.

Image Notes: Albert Einstein during a lecture in Vienna in 1921 via Wikimedia Commons. Clock face showing 55 minutes from OpenClips on Pixabay.

(Myriad thanks to John McChesney-Young for obtaining scans of the important 1973 citation. Great thanks to Don MacDonald and the librarians of the Harvard Business School for obtaining scans of the key 1986 citation. Many thanks to Barry Popik whose previous research and query led QI to formulate this question and perform this exploration. Special thanks to Jesse Mazer for his valuable work tracing Einstein attributions at Wikiquote.)

Update History: On June 20, 2014 the 1973 citation was moved from the appendix into the main body of the article. This movement occurred after the citation had been verified with scans.

Einstein’s Secret to Effective Problem-Solving

Deep understanding of the problem, by philmckinney.

Albert Einstein once said, “If I had an hour to solve a problem, I'd spend 55 minutes thinking about the problem and five minutes thinking about solutions.” This quote is more than just a clever remark; it encapsulates a fundamental truth about problem-solving that many overlook. It emphasizes the importance of deeply understanding a problem before attempting to solve it.

So, what's the difference between understanding and deeply understanding a problem? Simply put, understanding a problem means recognizing its existence and perhaps having a basic grasp of its nature. However, deeply understanding a problem involves knowing its root causes, implications, context, and repercussions. It's like the difference between knowing the surface of a lake and exploring its depths.

One noteworthy example of Einstein's approach to deep understanding is his development of the theory of relativity. Einstein didn't just stumble upon E=mc^2; he spent a decade wrestling with the problem. His deep understanding of the issue allowed him to question the established Newtonian physics. He explored every facet of the problem, considering the implications of a universe where the speed of light was constant and time was not absolute. This deep dive into understanding the fundamentals

led him to his groundbreaking theory that revolutionized our understanding of physics. It truly encapsulates Einstein's approach to problem-solving — spend more time understanding the problem, and the solution will follow.

Jumping To The Solution

“Every problem you encounter is merely an undiscovered opportunity dressed in disguise; decode it, and you unlock the door to your next innovation!”

By nature, humans are solution-oriented beings. We tend to leap into action, trying to fix things immediately, often skipping the crucial step of thoroughly comprehending the problem. This approach may work for simple issues, but for complex problems, it can lead to ineffective solutions, wasted resources, and frustration.

Research supports this inclination towards immediate problem-solving. Psychologists Heur and Oyserman's study, “Identity-based motivation and school success: when does ‘wanting to do well' lead to ‘doing well'?” demonstrates that students exposed to problems often revert to quick fixes instead of understanding the underlying concepts. Similarly, a research article by Kai Ruggeri and colleagues in Nature Human Behaviour showed that when dealing with policy issues, people largely favored immediate, tangible solutions over long-term strategies.

People also demonstrate examples in everyday life. Consider the common approach to addressing symptoms in healthcare. For instance, a patient with chronic headaches might be prescribed painkillers without investigating the underlying causes, such as stress or poor diet. This ‘band-aid' solution may provide temporary relief but fails to address the root cause, leading to recurring issues.

Why We Jump to Solutions: A Deeper Look

By bypassing a deep understanding of the problem, we may inadvertently overlook viable solutions, waste valuable resources, or even exacerbate the issue. To help you resist the urge, let us dive deeper and look at why we jump to solutions:

• Impatience : We live in a fast-paced, instant-gratification culture. We want things done quickly, and this includes solving problems. Deep understanding requires time and patience, which we are often unwilling to invest.
• Perceived Efficiency : We often mistake quick action for productivity. Taking a direct approach to solutions provides us with a sense of progress and efficiency, even though these feelings may be illusions if the solutions do not align with the real problem.
• Simplicity Bias : We tend to oversimplify complex problems. By jumping to solutions, we avoid the painful task of delving into the complexities and ambiguities of the problem.
• Emotional Discomfort : Deeply understanding a problem often means acknowledging uncomfortable truths. Avoiding these emotions by focusing on solutions, even if they are ineffective, is easier.
• Pressure to Perform : Particularly in professional contexts, there may be pressure to produce results fast. This can make us prioritize solution-generating over problem understanding.
• Overconfidence : Sometimes, we think we understand the problem better than we do. This overconfidence can lead us to premature solution development.

By recognizing these tendencies, we can check ourselves before rushing into solution mode, ensuring we devote sufficient time and resources to understanding the problem.

Benefits of Deeply Understanding The Problem

The merits of devoting time and effort towards thoroughly comprehending a problem extend far beyond the immediate. They ripple through the entire problem-solving process, fostering innovative thinking, enhancing decision-making, and ultimately leading to more effective and enduring solutions. So, let's delve into the specific benefits of deeply understanding a problem.

• Greater efficiency : When you fully understand a problem, you can tackle it more efficiently. You know where to focus your energy and resources, which reduces wasted effort and increases productivity.
• Improved decision-making : A deep understanding of a problem equips you with the information necessary to make informed decisions. It allows you to evaluate potential solutions more critically, ultimately selecting the most effective solution.
• Enhanced creativity : Deep understanding can spark creativity by revealing unexpected aspects of the problem. This can lead us to explore innovative solutions we might not have considered otherwise.
• Improved communication : When you understand a problem deeply, you can communicate it more effectively to others, enabling better collaboration and collective problem-solving.
• Reduced risk : Deep understanding reduces the risk of implementing a solution that could worsen the problem. By thoroughly understanding the problem, you can anticipate potential pitfalls and plan accordingly.
• Increased confidence : When you fully understand a problem, you gain confidence. This confidence can be instrumental in persuading others to support your proposed solution and persevere when challenges arise .

How To Truly Understand A Problem

Truly understanding a problem is a journey that requires deliberate, systematic steps. It means peeling back the layers of the issue, investigating its roots, and exploring its implications in depth. This process does not only reveal the problem's true nature but also illuminates its potential solutions. Incorporating various techniques and methods into this process can enhance our understanding of problems, leading to more effective and sustainable solutions. Let's delve into the steps involved in truly understanding a problem.

So, how can one truly understand a problem? Here are some steps:

• Identify the Problem : This might seem obvious, but it's crucial to be clear about the problem. Define it in clear, concise terms. A vague or poorly defined problem is difficult to understand and solve effectively.
• Gather Information : Collect as much relevant information about the problem as possible. This includes facts, figures, opinions, experiences, and other pertinent data. This information can help you understand the problem's depth and breadth.
• Analyze the Information : Once you have gathered the information, analyze it. Look for patterns, relationships, and anomalies. This analysis can provide insights into the underlying causes of the problem.
• Ask Why : Don't stop at the surface level. Keep asking ‘why' until you get to the root cause of the problem. The ‘5 Whys' technique, often used in problem-solving, involves asking ‘why' five times or as many times as needed to reach the root cause.
• Consider the Context : Understand the context in which the problem exists. Consider the social, economic, political, and environmental factors influencing the problem.
• Think About the Consequences : Consider the potential consequences if the problem is not solved. This can provide further insights into the importance and urgency of the problem.
• Reflect and Absorb : After gathering and analyzing the information, take some time for reflection. Allow your subconscious mind to absorb the information and generate insights.
• Consult Others : Don't try to understand the problem in isolation. Consult others who offer different perspectives or have experience dealing with similar problems. Their insights can enhance your understanding of the problem.
• Challenge Your Assumptions : Be critical of your assumptions and biases. They can cloud your understanding of the problem.
• Stay Open-Minded : Keep an open mind throughout the process. Your understanding may shift and evolve as you learn more about the problem.

Problems vs. Opportunities

“Innovation thrives not when we rush to solutions but when we dare to dwell in the depths of problems.”

Problems and opportunities can often seem opposites but are intrinsically linked. Frequently, seizing an opportunity is all a problem needs. Understanding problems and opportunities has many parallels, and our techniques to dissect problems can also enhance our understanding of opportunities.

We typically view problems as hurdles that impede our progress. They are challenges that need solutions. Conversely, opportunities are favorable circumstances that can lead to positive outcomes if capitalized upon. But the line separating the two can often blur. A problem can unveil an opportunity to innovate or improve, and an opportunity can uncover dormant issues that necessitate careful scrutiny .

We can apply the principles we use to understand problems and comprehend opportunities. We can gain a deeper understanding of both by asking similar questions, considering the same factors, and taking a systematic approach.

Einstein's quote is a reminder that problem-solving is not just about solutions; it's about understanding. By deeply understanding the problem first, we equip ourselves with the knowledge and insight necessary to find the best solution. So, the next time you face a problem, remember to dive deep before you swim towards the solution. You'll be surprised by how quickly and efficiently you reach your destination.

To learn more about Einstein's secret to problem-solving, listen to this week's show: Einstein's Secret to Effective Problem-Solving: Deep Understanding of the Problem .

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Albert�Einstein , (1879 - 1955) Physicist & Nobel Laureate

Albert Einstein Quotes Problem Solving

MS Lina Pierce

Albert Einstein, the genius physicist and Nobel laureate, is renowned not only for his groundbreaking scientific theories but also for his profound and insightful quotes. His wisdom transcends the realm of science, shedding light on fundamental aspects of the human condition. Among his most impactful words are those related to problem-solving. Einstein’s quotes on this topic offer a unique perspective, emphasizing the importance of innovative thinking, the necessity of understanding problems deeply, and the need for a shift in mindset to find effective solutions. This blog post will delve into some of Einstein’s most thought-provoking quotes on problem-solving, each followed by a brief explanation to help us apply his wisdom in our daily lives.

Albert Einstein Quotes Solving Problems

• “If I had an hour to solve a problem I’d spend 55 minutes thinking about the problem and five minutes thinking about solutions.” This quote emphasizes the importance of understanding a problem thoroughly before jumping to solutions.
• “We cannot solve our problems with the same thinking we used when we created them.” Einstein suggests that to solve a problem, we need to change our mindset and approach.
• “The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking.” This quote underscores the power of our thoughts in shaping our reality and the necessity of changing our thinking to bring about change.
• “A clever person solves a problem. A wise person avoids it.” Einstein differentiates between cleverness and wisdom, implying that foresight and wisdom can prevent problems from arising in the first place.
• “You never fail until you stop trying.” This quote encourages persistence in the face of challenges and problems.
• “The measure of intelligence is the ability to change.” Einstein suggests that adaptability and the ability to change one’s thinking are key indicators of intelligence.
• “If I had an hour to solve a problem and my life depended on the solution, I would spend the first 55 minutes determining the proper question to ask, for once I know the proper question, I could solve the problem in less than five minutes.” This quote highlights the importance of asking the right questions in problem-solving.
• “Problems cannot be solved at the same level of awareness that created them.” Einstein emphasizes the need for a higher level of thinking or awareness to solve problems.
• “It’s not that I’m so smart, it’s just that I stay with problems longer.” This quote reflects Einstein’s humility and his persistence in problem-solving.
• “Learn from yesterday, live for today, hope for tomorrow. The important thing is not to stop questioning.” Einstein encourages continuous learning and curiosity as key to problem-solving.

Albert Einstein’s quotes on problem-solving offer timeless wisdom. They remind us of the importance of understanding problems deeply, changing our mindset, and persisting in the face of challenges. As we navigate through life’s complexities, these insights from one of the greatest minds in history can guide us towards effective problem-solving and decision-making.

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Albert Einstein Quotes About Problem Solving

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Strive not to be a success, but rather to be of value.

When the solution is simple, God is answering.

We cannot solve our problems with the same thinking we used when we created them.

A clever person solves a problem. A wise person avoids it.

No problem can be solved from the same level of consciousness that created it.

It's not that I'm so smart, it's just that I stay with problems longer.

Intellectuals solve problems, geniuses prevent them.

If I had only one hour to save the world, I would spend fifty-five minutes defining the problem, and only five minutes finding the solution.

To raise new questions, new possibilities, to regard old problems from a new angle, requires creative imagination and marks real advance in science.

The formulation of the problem is often more essential than its solution, which may be merely a matter of mathematical or experimental skill.

The release of atomic energy has not created a new problem. It has merely made more urgent the necessity of solving an existing one.

The mere formulation of a problem is far more essential than its solution, which may be merely a matter of mathematical or experimental skills. To raise new questions, new possibilities, to regard old problems from a new angle requires creative imagination and marks real advances in science.

The problems that exist in this world can not be solved by the level of thinking that created them.

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Albert Einstein

• Born: March 14, 1879
• Died: April 18, 1955
• Occupation: Theoretical Physicist
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Einstein's 55 Minutes

Brophy, J. (2004). Motivating students to learn (2nd ed.). Mahwah, N.J.: Lawrence Erlbaum Associates.

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Conversational Leadership

an online book by David Gurteen

• If I Had an Hour to Solve a Problem Albert Einstein

If I had an hour to solve a problem and my life depended on the solution, I would spend the first 55 minutes determining the proper question to ask, for once I know the proper question, I could solve the problem in less than five minutes. Credit: Albert Einstein

•   Designing Powerful Questions Questions open the door to dialogue and discovery
• A Human Being Is a Part of the Whole, Called by Us “universe” Albert Einstein (misquote)
• I Have No Special Talents. I Am Only Passionately Curious Albert Einstein
• Solving Problems and Consciousness Albert Einstein (paraphrase of original text)

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Defining the Problem to Find the Solution

“Given one hour to save the world, I would spend 55 minutes defining the problem and 5 minutes finding the solution.” ~ Albert Einstein

When Judith Rodin took over as president of The Rockefeller Foundation in 2005, she had a vision to re-imagine how the Foundation understood and intervened in the pressing challenges that confronted a 21st-century world. This transformation would require the Foundation to re-think its entire strategy model, from the issues it focused on, to the process of finding, testing, and funding solutions.

To do so, under the care of managing director Claudia Juech , who joined in 2007, the Foundation developed a highly strategic, analytical search process appropriately, and fondly, referred to as “Search.” In 2012–13, Juech’s strategic research team led 11 topic searches, which involved coordinating internal staff, consultants, and nearly 200 outside experts.

But the process is not as important as its outputs, and whether or not the Foundation decided to deploy funding into a particular space, the research yielded insights that could benefit the entire social impact field. And that’s exactly what you’ll find in the pages to follow and the additional resources offered online at rockefellerfoundation.org/insights .

In a conversation with Insights , Juech talks of how searches are framed, why the process is unique, and the team’s guiding motto.

Every search is framed around an identified set of “problem spaces.” How does The Rockefeller Foundation define a problem space?

CJ: Albert Einstein, a Rockefeller Foundation grantee, said “given one hour to save the world, I would spend 55 minutes defining the problem and 5 minutes finding the solution.”

This approach is deeply embedded into our process: Before we can solve a problem, we need to know exactly what the problem is, and we should put a good amount of thinking and resources into understanding it. And because today’s problems are so complex, we know they can’t be solved by being broken down into specific components.

“Before we can solve a problem, we need to know exactly what the problem is, and we should put a good amount of thinking and resources into understanding it. “

And so, “problem space” is just a fancy phrase for the framework through which we study a particular challenge, which includes a number of interlinking and underlying issues that must be addressed in order to find a solution. For example, if our central problem is food waste and spoilage, we must also think about farmers’ limited access to finance and reliable buyers for their crops—those are part of the problem space.

We identify problem spaces based on a wide range of inputs, using broad, sweeping horizon-scanning activities, alongside secondary research, expert interviews, and the work Rockefeller has done to date. Through this process, we often find connections and inter-relations among several trends that surface across problem spaces.

How do you assess the potential for innovation in a particular problem space?

CJ: There is very little research that has focused on how to measure innovation potential in a sector with regard to a problem space, so we are really entering new territory here. We have adopted approaches that assess innovation potential at a national level or at an organizational level, but will support further research in the future to refine our frameworks. For now, we are looking at the enabling environment—is there evidence of cross-pollination, e.g., are ideas being shared or replicated across actors, sectors, or geographies? What’s the innovation capacity? Are there active change-makers around or organizations that are capable of testing or scaling innovations? And what’s the institutional environment? Are there legal, policy, or business structures in place that promote or hinder innovation in this area?

How does this process differ from or improve upon what was done before?

CJ: For years, philanthropy has dedicated an enormous amount of resources to evaluating the impact of specific grants after the fact. What we’re trying to do with Search is to make sure the same rigor and critical thought is applied to our strategies from the outset. We also need to be innovative in where we go for information so that we are getting the freshest information—to make sure we are getting the thing that is emerging in the moment and that may lead to significant progress.

What are some other ways in which the Foundation’s process is unique?

CJ: From my experience, one of the most important distinctions is that we don’t start out with a pre-determined point of view or a dominant idea of an answer to a problem. In our process, we investigate an issue and truly test it. Then we come back, and more times than not, we find there’s not the opportunity for us there to achieve impact as major as there may be with another issue that is being reviewed at the same time.

Obviously, the Foundation cannot commit funding to every problem area you research. What kind of criteria does The Rockefeller Foundation consider when you choose where to focus your interventions?

CJ: Ultimately, the Foundation tries to determine whether there is potential for us to have significant impact at scale on a problem that is critical for poor or vulnerable populations or the ecosystems that they depend on. So it is a combination of three different criteria: We want to make sure that we work on problems integral to the lives of poor populations; we want to understand how the specific engagement and investment by The Rockefeller Foundation would make a significant difference; and we are trying to get a sense of whether the context is conducive to transformative change, i.e., is there innovative activity or momentum in regulation or private sector activity that could be catalyzed in order to achieve significant impact.

So while some options don’t move forward, it doesn’t mean they aren’t worthwhile or pressing—it simply means it isn’t the right area in which the Foundation should intervene at this time. But the process is valuable in other ways—in many instances, the findings have contributed to ongoing work or even informed future searches. And we have a robust body of research that we can share widely to help other foundations or other actors who care about social impact to make decisions about their own strategies, or perhaps to illuminate an area they hadn’t considered funding before.

What insight or insights surprised you most from the first rounds of searches?

CJ: The future trajectory of many of the problem spaces that we investigated truly requires a call to action, especially as some of these don’t yet receive the level of attention they deserve. For example, unhealthy food markets and the health implications of different diets will be severe, particularly in Africa.

Many professions have aspirational mottos that are supposed to guide them in their work. The famous one for physicians, for example, is “First, do no harm.” What would be the motto you would hang over your office door?

CJ: Well, the physician motto would be a good one, but I think that for the work we are engaged in it would be “Give a clear-eyed view.” We want to provide decision-making intelligence that is as informed and as objective as possible so that the most good can come from a range of funding sources.

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