TRIZ: an engineering way to think about problem solving

Problem solving and why the approach matters

In engineering, we solve problems all the time. Some problems are straightforward. Something is broken, we fix it. Something is slow, we optimize it. But many problems are not like that.

We often face situations where:

• improving one thing makes another thing worse
• every option looks reasonable, but none feels right
• any decision comes with a clear downside

Examples are familiar:

• make the system more flexible, and it becomes harder to understand
• add safety checks, and performance drops
• simplify logic, and future changes become harder

These are not bugs.

These are engineering dilemmas.

At this point, the solution depends not only on what we do, but on how we think about the problem. Different approaches lead to very different results.

One of those approaches is TRIZ.

What is TRIZ (and what it is not)

TRIZ stands for Theory of Inventive Problem Solving.

It was developed by studying a large number of engineering inventions and patents and looking for patterns in how difficult problems were solved.

Despite the name, TRIZ is not abstract theory.

It is a practical, engineering-focused way to analyze problems.

A common misunderstanding:

TRIZ is often associated with the Russian language because the original materials were written in Russian. But TRIZ itself is not "about Russian engineering" or culture. It is a universal approach, based on patterns found across many industries and countries.

TRIZ is not:

• brainstorming
• intuition-based creativity
• a list of clever tricks

TRIZ is about structured thinking.

In simple terms, TRIZ says:

Many hard problems are hard because of contradictions inside the system.

If we understand those contradictions, we can find better solutions.

The basic TRIZ cycle: problem → dilemma → contradiction → solution

TRIZ often works as a cycle.

Problem — Something needs to be improved.

Dilemma — Improving one thing makes another thing worse.

Contradiction — We clearly describe what exactly conflicts with what.

Solution — We change the system so the conflict no longer exists in the same way.

The key step here is moving from dilemma to contradiction.

A dilemma is vague: "this or that".

A contradiction is precise: "when I improve X, Y becomes worse".

Once the contradiction is clear, the solution space becomes wider.

Real-world examples using the TRIZ cycle

Example 1: Fast but safe transportation

Problem: move people faster

Dilemma: higher speed increases danger

Contradiction: speed improves efficiency but reduces safety

A compromise would be "not too fast".

A TRIZ-style solution changes the system:

• separate traffic flows
• add safety systems that activate only in dangerous situations
• automate parts of control

High-speed trains are not a compromise.

They are a resolution of the contradiction.

Example 2: Simple devices with many functions

Problem: one device should do many things

Dilemma: more functions mean more complexity

Contradiction: functionality increases value but reduces simplicity

Instead of adding more buttons:

• functions are hidden behind modes
• software replaces hardware controls
• interfaces change depending on context

The device stays simple at the moment of use.

Example 3: Software development

Problem: ship features quickly

Dilemma: fast changes reduce stability

Contradiction: speed improves delivery but increases risk

TRIZ-style solutions include:

• automated testing
• feature flags
• staging environments

Speed and stability are no longer in direct conflict.

The system is changed so they coexist.

TRIZ in real companies and practice

TRIZ is not a niche idea.

Elements of TRIZ thinking have been used by:

• Samsung (systematic innovation programs)
• Intel (engineering problem analysis)
• Toyota (process improvement and contradictions in manufacturing)

Many modern engineering practices reflect TRIZ ideas, even if they are not labeled as such.

People often use TRIZ principles without knowing the name.

Conclusion: applying TRIZ beyond engineering

At its core, TRIZ is about how we frame problems.

Instead of asking:

"Which option is better?"

We ask:

"Why do these things conflict?"

"Can the system be changed so they don't?"

This way of thinking works not only in engineering.

It applies to:

• work processes
• business decisions
• team organization

Anywhere trade-offs appear, contradictions exist.

TRIZ does not promise perfect answers.

It offers something more valuable:

a disciplined way to think before accepting limits.

And often, that is enough to find a better path.