As children, we often played: I spy with my little eye something that is red (or blue). This game sharpens attention and also aids in recognizing and naming colors. A few years later, one could also play: I see something that you see too—and what we see could be done differently (or better). This game stimulates imagination and makes it clear that not everything is optimal and that some things could be done differently or better. It trains—initially hidden and unconsciously—the ability to recognize areas for improvement. It fosters and trains the personality trait of problem sensitivity—and thus forms the basis for innovative thinking and action. In this chapter, we focus on the recognition of problems, the underlying contradictions, and provide an overview of the approaches suitable for solving the identified problems. First, we provide you with ten rules that convey important experiences and simultaneously encourage you to successfully navigate the obstacle course from problem identification to its solution. On this journey, you will not be spared from resolving contradictions. But you have already encountered this principle when listening to and reading fairy tales. You are thus in the role of the brave knight or the clever farmer’s daughter. In this chapter, you will also learn that the “toolbox” of the problem solver consists of a few methods and behaviors. Just as mathematics manages with a few basic arithmetic operations, there is also a manageable “set of building blocks” which includes the analogy method, the variation method, the combination method, and—as a connecting element—communication. Not every difficult situation has to be a problem. We therefore distinguish between problems and tasks that can be solved with subject-specific knowledge, and we highlight the distinguishing features of problems and tasks. It is important to accept that the recognition of the need for innovation and thus the stimuli for new solutions can come not only from the technical field, but also particularly from economics, medicine, biology, and all areas of life. Studies in the field of medical technology also show that the initiators of innovations come from all stages of the innovation process. These include users (e.g., medical staff), sales, service, product management, and staff involved in development. In Chap. 3 some proven methods are presented that can rationally shape the recognition of problems described here.