Is It Possible To Solve Problems Better?
I’ve been thinking about problems lately.
We, as a species, really like to solve problems.
Like, really like to solve them.
Entrepreneurs start a business by solving problems. Most industries are built on solving a problem! Hell, consultants get paid big bucks for solving problems.
But, oh yes, you knew this was coming, but…
We often struggle to articulate the problem clearly. This leads to confusion, frustration, and ultimately, no where.
Or worse, elsewhere.
I like to share something I learnt that helps the dilemmas of problems.
Kidlin’s Law.
This principle suggests that the act of clearly stating the problem significantly increases the chances of finding a solution. Inspired by the character of Phillip Marlowe in James Clavell’s novel “Shogun,” Kidlin’s Law isn’t a formal legal principle, but a metaphorical concept highlighting the importance of defining the problem before tackling it.
“If you can write down a problem, then it is half solved then and there.”
Kidlin’s Law hinges on articulation. Think about it. Communicating effectively in problem-solving is something everyone must do well. But are we not missing the first step? What is actually the problem? While the act of clearly stating a problem is obvious, often I feel people define it in their heads rather than doing it together.
The inherit agreement of the problem can often be conceptual than actual. If I say, “I am not enjoying this dinner,” where does it lead you? I might think the problem with dinner is that it is too spicy for my palette while you think differently. The problem here is the lack of articulation of the problem, which leads to immediate assumptions.
On the one hand, articulation demands clarity and focus. Writing down the problem forces us to define it. This process of naming the problem allows for a more precise understanding of its nature and scope. Often, what makes sense in your head does not always translate when you vocalize or write it. It also allows the chance to clear assumptions.
This brings us back to Kidlin’s Law.
Kidlin’s Law is a theoretical principle. This framework empowers individuals and teams to approach problems with structure and clarity. This will increase the likelihood of finding effective solutions.
The core of Kidlin’s Law in action lies in a series of well-defined steps:
At the very beginning, do not solve the issue.
Just don’t.
Step away from the solutions.
There is a very human temptation to get to the solution and remove the pain point immediately. But, this is the strength of Kidlin’s Law, we must first write down the problem.
1. Identify the Problem
The journey begins with a clear understanding of the specific pain you face. State what the pain is. State why it is problematic. Be as detailed as possible, as this will lead you to identifying the problem.
2. Write it Down
It is a simple step, and that is the point. Physically writing down the problem, whether in a notebook or digitally, activates different cognitive processes compared to simply thinking about it. The act of writing forces us to articulate the problem in a clear and concise manner.
3. Break it Down
Is the issue rooted in multiple factors? Are there sub-problems within the larger problem? Why is this painful? Is it really that bad? This process of decomposition gets us to analyze each component individually.
4. Analyze Each Part
With a clear understanding of each component, it’s time to analyze each one individually. What’s the nature of each sub-problem? Why does it contribute to the larger issue? This analysis helps develop a deeper understanding of the problem as a whole.What is the scale? What is the scope?
5. Develop Solutions
Now is the part everyone rushes too. Once you know what your problem is, and it has been written down, then it is time to solve it.
Integrating Kidlin's Law with various tools and techniques can enhance its effectiveness. By combining with established methods, problem-solvers can and will tackle complex challenges. Some of these methods include root cause analysis and decision matrices.
For example, root cause analysis is one. Root cause analysis is a technique that seeks to identify the underlying causes of a problem. It goes beyond merely addressing its symptoms. When integrating Kidlin’s Law with root cause analysis, problem-solvers must first articulate the problem clearly.
Then, delving deeper will be guided by the scope of the problem and accuracy of the problem statement. For example, in a manufacturing setting, a clearly defined problem statement such as “production output has decreased by 20% in the last month” can be followed by a root cause analysis to uncover the underlying reasons. Some of these may include equipment malfunction, raw material shortages, or employee training issues. By addressing these root causes, the problem can be effectively solved.
See, clearly laying out the problem is the foundation. This integration allows problem-solvers like you and me to approach challenges holistically. We will consider many perspectives and factors, rather than chase the immediate solution.
Integrating Kidlin’s Law doesn’t just build a robust problem-solving framework. It fosters a culture of structured approach. See, this framework prompts teams to agree to one problem statement. They tackle challenges in a whole new way.
For starters, having those ideas down on paper facilitates some killer discussions. It allows for clearer communication and deeper exploration problems. Plus, by breaking complex issues into manageable parts, teams can be objective about it. That leads to way more informed decision-making.
And the best part? Teams are now equipped with a systematic process for getting to the heart of problems first. Then they can evaluate fixes. No more shooting from the hip trying to hit a solution that hopefully works.
Honestly, integrating Kidlin’s Law is really effective. It injects a sense of methodology into the team dynamic, prompting everyone to embrace a more structured mindset. They’re not just throwing ideas at the wall, but really digging into the details and working through things. As a manager who brings problems, it’s a beautiful thing to see.
By examining the psychological and neurological foundations, we can understand how effective this actually is. From a psychological perspective, the act of articulating a problem triggers a few cognitive processes that facilitate problem-solving. When individuals write down a problem, they are forced to organize their thoughts and express them clearly. This process of articulation activates the prefrontal cortex, the brain region responsible for executive functions such as planning, decision-making, and problem-solving.
You know, the act of writing itself has some pretty impressive cognitive benefits. Studies show it enhances memory retention, promotes deeper understanding, and even sparks new ideas. Heck, that’s part of why I’m always jotting down my thoughts on Medium.
Consider this: when you take the time to write down a problem, you’re not just jotting down words on a page. No, you’re essentially creating a snapshot of your thoughts. And here’s where the magic truly unfolds. As you revisit and refine your written thoughts over time, you’re engaging in a process of continuous refinement and exploration.
But that’s not all, the benefits of writing extend far beyond mere cognitive processing. As you write something down, you’re also activating the motor cortex, the part of the brain responsible for controlling movement. And here’s where things get really interesting. Studies have shown that this involvement of the motor cortex is closely associated with memory consolidation and retrieval. Every time you put your ideas on paper, not only do you get a better understanding of the problem, you reinforce that knowledge.
Writing isn’t just putting words on a page. It’s a powerful tool for unstanding what the actual problem is.
You see, the act of transferring thoughts onto paper or typing them out on a keyboard is more than just a mechanical process. It’s a cognitive exercise that fosters clarity and understanding. It’s a way of unraveling the complexities of your own thinking. This also pinpoints areas where gaps in knowledge exist. Research has shown that this style of self-explanation is important during learning. This often leadsa to problem-solving abilities and applying them to new situations. It’s part of the reason journaling is so successful in therapy.
But why is this approach so effective? When you articulate a problem clearly, you break it down into its fundamental components. This makes it easier to identify relevant information, recognize patterns, and devise effective solutions.
It also stops us from solving the problem immediately. But why is this bad? Well, often we do not have the full picture.
Delving into the psychological aspects of Kidlin’s Law reveals intriguing insights. Expressing a problem activates various cognitive processes and stimulates different regions of the brain. It’s better that multiple parts of the brain works as a unison.
Kidlin’s law is so simple, but so effective.
