Kidlin’s Law: The Key to Solving Your Hardest Project Problems

The Challenge of Complex Project Problems

Every project manager has faced a situation where a problem seems too big, messy, or unclear to solve. It lingers, causing delays, confusion, and frustration. But what if there was a simple way to break down even the most overwhelming challenges? Enter Kidlin’s Law, which states: “If you can’t write your problem down clearly, you don’t understand it.”

This principle is a game-changer in project management. The act of writing forces clarity, turning vague issues into structured challenges that can be solved.

Why Kidlin’s Law Works

Kidlin’s Law is powerful because writing:

• Clarifies thinking – Vague concerns become structured ideas.

• Reveals gaps – Missing information becomes obvious.

• Encourages problem-solving – Once written, a problem no longer feels abstract; it’s something concrete to tackle.

Many project managers struggle with ambiguous challenges, and without defining the problem clearly, teams often waste time discussing symptoms instead of solutions.

How to Apply Kidlin’s Law in Projects

1. Write Down the Problem in One Sentence

If you can’t explain the issue concisely, it means you don’t fully understand it. A strong problem statement should be:

• Specific (“The client is unhappy” is vague; “The client is concerned about inconsistent project updates” is actionable.)

• Neutral (Avoid blame. Instead of “John keeps missing deadlines,” say “The team is struggling to meet deadlines.”)

• Outcome-focused (“We need to reduce processing time by 20% to meet our deadline.”)

2. Identify What’s Missing

Once the problem is written, ask:

• What key details are unclear?

• Who is impacted?

• What constraints exist?

If you still feel stuck, rephrase the issue in a way that highlights missing pieces: “We don’t know why the team is missing deadlines.” This directs you to the next steps—gathering data, talking to stakeholders, or re-evaluating priorities.

3. Break It Down into Actionable Parts

Big problems are intimidating, but small ones are solvable. Take your problem statement and ask:

• What’s the first step toward solving this?

• Who can provide more insight?

• What’s one experiment or test we can run?

For example, if your problem is “Our team is struggling with communication,” break it into smaller parts:

• Root cause? Are meetings ineffective, or are messages unclear?

• Quick fix? Could a daily check-in reduce confusion?

Actionable Takeaway

Next time you’re stuck on a project problem, stop debating and start writing. If you can’t write it down clearly, you don’t fully understand it. Use this technique to uncover insights, focus discussions, and turn vague challenges into structured solutions.