• The best solutions always come from asking the right questions. 

• Kidlin’s Law: ‘If you write down the problem clearly, it will already be half solved’. 

• 5 powerful steps to solve problems and apply continuous improvement: Define, analyse, see solutions, evaluate and implement.

How many times do we find ourselves trapped in problems that block us, suck our energy or seem to have no solution?

Beyond the well-known ‘Murphy’s Law’ that we all mention when something unexpectedly gets complicated, there is ‘Kidlin’s Law’, which serves the opposite purpose by focusing on the practical solution of our problems.

The basic principle of this law says that ‘If you write down the problem clearly, it will already be half solved’.

This very simple exercise, if done minimally well, is a very powerful tool that we all have at our fingertips, because it brings us great clarity. It helps us to break down the problem into understandable parts, to organise ideas and to focus on possible solutions.

And this process works for both personal and professional problems, and for both individuals and teams.

I am a big fan of this system, because when we write we are doing a kind of conscious meditation. In fact, it is a technique used many times by psychologists or coaches so that their patients or ‘coachees’ can be objective, see beyond emotions, and point out the solution for themselves. But it is a method that we can apply ourselves on a regular basis, free of charge, and for problems as well as for small problems.

Kidlin’s law talks about four key principles: Observe, experience, reflect and act. But I like to work with it in five steps that are more clearly and practically understood:

1) DEFINE the problem well as a fundamental starting point. Take the necessary time, do not omit details, be specific and objective.

2) ANALYSE the problem in more depth. Put it in relation to how serious it really is. See what the problem of the problem is (even if it sounds redundant). What critical parts it involves, what risks, what opportunities, what things I have to take away from me or modify or incorporate, what intention or new reality there may be in the new situation created, etc.

3) SEE SOLUTIONS: Start thinking about what possible solutions are visualised. Often the answer becomes obvious when the question is well understood.

4) EVALUATE: Reflect on the possible outcomes of the different solutions. Make an exercise of sincere introspection to see what we want to achieve with that solution, and how we want to take advantage of that problem to be more powerful in our next step.

5) IMPLEMENT: The whole process is useless if we do not put it into action. Activate the plan and the decisions made and, just by moving forward, the path towards the ‘Post problem’ situation will be traced and we will feel empowered for having faced an obstacle as the resilient, intelligent and courageous person we are.

I insist that this process serves both at the personal level and at the level of teamwork. Doing this same exercise with working groups in our organisations is highly effective. I would advise holding sessions focused on this practice, or including it in a team meeting. If a team writes down and defines a problem well, involvement will soar in the search for solutions, and powerful creativity and group cohesion will emerge. This also fosters a culture of observation and continuous improvement, and the habit of understanding, tackling and engaging together in understanding, accepting and solving organisational problems.

So you yourself, or you as part of the leadership of a team or organisation, whenever you have a problem, have doubts, or want to review any issue, write, reflect and resolve it.

The best solutions always come from asking the right questions, and that requires having a clear view of the situation and leaving yourself room for stimulated reflection with a concrete approach.