This process is an engineering problem, a mechanical problem, a logistical problem, an operational problem.

Now this is not a problem of resources this is a problem of incentives.

We're facing this problem.

This problem seems difficult.

Even this problem, too complicated.

This is a global problem.

Let's clear up this problem.

This problem is worth discussing.

Let's begin with this problem.

Nobody can solve this problem.

Can you solve this problem?

This problem is really annoying.

There is one really big problem with this, and that problem is envy.

The next thing I'd like to be clear about is what this problem is, and what this problem isn't.

This is not somebody else's problem this is everyone's problem more so in the context of a globalized world.

So this is a problem for policy. It was a problem for my research.

So this problem is absolutely soluble.

I think this is a problem.

This is called the candle problem.

How do you solve this problem?

Now what's the problem with this?

So this is a timely problem.

This is a really easy problem.

This linearity thing is a problem.

How is this a hard problem?

This is a difficult math problem.

I will deal with this problem.

I really don't understand this problem.

He's thinking about this difficult problem.

We've never had this problem before.

This is a very complex problem.

This is the rule causing the problem.

The teapot problem I'll pose this way.

And this is a serious clinical problem.

And this ethical problem's a big problem.

So this is a huge practical problem.

We call this the backseat driver problem.

So he's saying, I've got this problem.

And I think this is a problem.

This was an unprecedented, singular design problem.

It's this immensely exciting and challenging problem.

It has some bearing on this problem.

I had difficulty in solving this problem.

I had difficulty in solving this problem.

We want to clear up this problem.