In many cases, a problem is, because two or more people get together and identify it as such.

Solutions Unlimited proposes a viable approach to solving problems. The common practice is to look at the apparent evidence and define that as the circumstances of the problem; the event itself. Our system takes the apparent evidence into account and calls it what it is; the symptom, not the source of the difficulty.

In any problem, somewhere along the way, each party involved has set up limitations which perpetuate the problem. We address the deeper implications of the situation by pinpointing these limitations. Usually these limitations are nothing more than mental blocks, erected unconsciously, preventing people from understanding the ways they are keeping themselves from seeing the solution.

By exploring these blocks and their nature, we help the client gain more information about the nature of the problem than if we arbitrarily discard them. We do this in the full belief that these limitations can be the key to unlocking the problem.

Often, without ever knowing the definition of linear logic, people practice it, thinking that they are moving towards a solution. Since the impetus behind linear logic is to move towards consistency of information, other valuable, relevant material is discarded for the sake of reconciling inconsistent facts. When this happens, one individual (party) is forging ahead with facts he/she has decided are important, and runs head-on into different facts that the other party has decided are true. This is the point at which the technology of Solutions Unlimited comes into play; while keeping in mind what each party is describing as the problem, we go beyond it to the belief standards that lie behind each party's assessment of the situation.

• How we think and the sense(s) or context that we use.
• The relationship between employees in the business.
• Major elements - Communication, Mechanisms and Time.
• Examination of learning and usefulness, is it fully used?
• What can be done with the information/process to make the company better.
• Examples in problem solving, recognizing how other people do it.
• Inspection, how do you use your powers of observation?
• Senses used when inspecting hardware, software.
• Communication, signals, analog, digital, data, transmission methods.
• Create the problem; create the solution. Creative problem solving techniques.
• Using criticism on the job.
• Science is basic, find out just enough to understand.
• Moduling; creating separate-able segments of hardware or software.
• Bystanders; people who know nothing may be your greatest asset.
• Thinking stuck, getting un-stuck.
• Moving from one route to the next. Lateral thinking.
• Two routes. Lateral approach to multi-problem solving.
• Wasting time trying to solve problems.
• The reason why blocks occur.
• Manuals, help files, internet and other resources.
• Programs, what they are, what is data, what is different.
• Literal programming, machine language.
• Practical diagnostics, developing your own.

"One of the spin-offs was a refreshing new insight to the art of fault-finding; lateral thinking. I believe most engineers tend to put blinders on, loosing their sense of prospective. This attitude is different .... providing stimulation thought patterns ..... It is very easy to ask questions without much thought, especially if you really know the answer anyway." (Electronics Tech., J.K.K. England)

"As a Geologist, I was surpassed that it was easy to learn problem solving techniques, using test equipment .... dealing with the fear of failure .... don't block the thinking process .... good technique, well worth the time." (Geologist L.McM. Canada)

"I liked the methods, simple words, the analogies between circuitry or the behavior of equipment and familiar things ... the improvisation." (Engineering Tech. D.A.M. Mexico)