In the late 1990s when I began teaching the 3 Principles in business, it was leading edge to talk to leaders about the effect their state of mind had on their ability to solve problems and make decisions. Most participants had multiple insights and valued the training, but as I reflect on what they saw (and how I was teaching), it was just the first step to a deeper, more powerful understanding — Problem Solving 2.0.
As a result of that training, leaders realized that a clear, focused state of mind left more mental space available for insights to effortlessly emerge from their innate wisdom. They felt a sense of confidence and certainty in what to do when, and they stopped second-guessing themselves. It was certainly helpful but it wasn’t the whole story.
It’s one thing to appreciate that you will solve problems more effectively from a clear, focused state of mind, but understanding that the problem itself is a product of your thinking in the moment is significantly more leveraged. When you see that your perception of any problem is created via your thinking — thinking that can change in an instant — you get curious about the nature of the problem itself and less rigid about what you know. You’re inclined to take a second look at a more essential level. Often, it’s the new thinking inherent in that second look that shifts your perspective ever so slightly. What looked impossible only minutes ago turns out to have multiple avenues for success.