Rethinking: A Philosophical, Psychological and Strategic Perspective for Leaders

The Core Idea

The dynamics of the business landscape demand more than mere adaptability. They require leaders to fundamentally reshape their thinking, adopting a new way of reflecting and making decisions that transcends traditional management. In this context, “Rethinking” means breaking free from outdated patterns and thought habits to develop innovative approaches that can withstand the increasing complexity and digitalisation of the world. However, Rethinking is much more than just an intellectual exercise. It is deeply rooted in the disciplines of philosophy and psychology, offering leaders essential tools to elevate both their personal development and the leadership of their teams to new heights.

The Philosophical Dimension of Rethinking

Philosophically, Rethinking is not a new concept. The idea of questioning existing concepts and re-evaluating one’s position dates back to the ancient philosophers. Socrates embodied the essence of Rethinking by challenging the entrenched beliefs of his contemporaries through dialectical discourse. For Socrates, the ability to reflect was the key to a virtuous and knowledgeable life. Similarly, modern philosophers like Michel Foucault encourage the deconstruction of the structures that shape our thinking and the uncovering of invisible power dynamics that guide our behaviour. These philosophers teach us that to change our thinking, we must first recognise the conditions that have shaped it.

In leadership, this means becoming aware of how deeply ingrained assumptions, biases, and habits distort our perception of reality. Leaders who are willing to question their own thought patterns, as well as those of their organisation, open doors to innovative solutions and new possibilities. Yet, this process of philosophical self-examination requires courage and intellectual humility. It means being willing to embrace uncertainty and view one’s own beliefs as provisional and open to change.

The Psychological Foundation of Rethinking

While philosophy explores the “why” of Rethinking, psychology offers the tools to understand “how” this process unfolds within us. Psychologically, Rethinking is a form of cognitive restructuring. Our thought patterns—the ways in which we approach problems and think about people, tasks, and goals—are shaped throughout our lives by experiences, upbringing, and social contexts. These patterns, though once useful, can become obstacles over time.

Leon Festinger’s theory of cognitive dissonance describes the inner conflict people feel when confronted with information that contradicts their existing beliefs. This explains why Rethinking is often uncomfortable: it forces us to confront the discrepancy between what we believe and what is actually true. Leaders who are willing to face this dissonance and challenge their thought patterns foster their own mental flexibility and, in turn, their ability to thrive in dynamic environments.

Carol Dweck’s concept of the “Growth Mindset” is another psychological cornerstone of Rethinking. It suggests that our abilities and success are not fixed, but can be expanded through continuous learning and self-improvement. Leaders who embrace this “growth thinking” understand Rethinking as an ongoing opportunity for development, both for themselves and their teams. They see challenges not as threats but as opportunities to explore new ground and grow.

Rethinking in Self-Management for Leaders

Leaders are not just managers of processes and teams; they are also managers of themselves. The ability to lead oneself is a fundamental competence that forms the foundation of any leadership behaviour. Rethinking plays a crucial role in this.

Self-management requires a willingness to engage in self-reflection—the ability to objectively assess oneself and recognise one’s strengths, weaknesses, motivations, and behavioural patterns. However, this reflection is only the first step. The second step involves analysing which of these patterns are hindering one’s progress. A leader might, for example, realise that perfectionism is causing them to delay decisions. This is where the process of Rethinking begins: the old belief “I must do everything perfectly” is replaced by a new one: “Progress is more important than perfection.”

Rethinking in self-management means adopting a meta-perspective—the ability to view one’s thoughts and behaviours from the outside. It means not only focusing on short-term goals but also developing long-term strategies for personal growth. For leaders, this might mean consciously setting aside time for strategic thinking and continuous learning rather than getting lost in day-to-day operations. This deliberate reshaping of thought and action leads to clearer self-leadership and a more sustainable professional development.

Rethinking in Everyday Leadership

Rethinking is equally crucial for managing teams. Leaders must develop the ability to not only question their own thought patterns but also those of their teams. Traditional leadership approaches based on hierarchies and rigid structures are reaching their limits in the modern workplace. To lead an agile, innovative, and motivated team, it is necessary to create an environment where Rethinking is encouraged.

A central challenge in this regard is overcoming groupthink. In teams, people often tend to conform to the majority opinion to avoid conflict. Team leaders who promote Rethinking create a culture where divergent opinions are valued, and discussions are seen as a source of innovation. They understand that true creativity and problem-solving arise from the confrontation of different perspectives.

Another aspect of Rethinking in leadership management is fostering learning agility. Leaders must encourage their teams to remain open to new information, regularly question their own assumptions, and learn from mistakes. This requires not only creating a safe space for errors but also being willing to lead by example by admitting their own weaknesses and demonstrating that learning is a lifelong process.

The Future Importance of Rethinking for Leaders

The world of work is undergoing rapid change. Digitalisation, globalisation, and increasing automation are not only transforming the way we work but also the demands placed on leaders. In this new environment, Rethinking becomes a critical competence. Leaders who cling to old ways of thinking risk being overwhelmed by the dynamics of change.

In a digitalised environment, leaders must be able to process information more quickly, respond more flexibly to changes, and make decisions based on data. The ability to understand technological developments and integrate them into one’s leadership strategy requires constant Rethinking. This applies not only to the implementation of new technologies but also to the way teams are organised and led.

Rethinking will also gain significance in the context of diversity and inclusion. Leaders are increasingly forced to engage with different perspectives, cultures, and work styles. The ability to question one’s own thinking and remain open to new viewpoints will become a critical success factor in a globalised and interconnected world.

Practical Tips for Leaders

Schedule regular reflection breaks

Incorporate daily or weekly time slots in which you consciously step out of operational work to reflect on your decisions, actions, and thought patterns. Use these breaks to ask yourself if your current approaches still align with the challenges you face.

Create a culture of open dialogue

Foster a team culture where divergent opinions and critical thinking are not only tolerated but actively sought. Encourage your employees to challenge assumptions and processes and suggest alternative solutions.

Foster learning agility in yourself and your team

Be willing to view mistakes as learning opportunities and create an environment where your employees feel safe to make mistakes. Ensure that every mistake leads to insights that advance the team and yourself.

Conclusion

Rethinking is indispensable for leaders in an increasingly dynamic and complex work environment. It requires questioning deeply rooted thought patterns and drawing on philosophical and psychological principles to foster personal growth and successful team leadership. This process of self-reflection and cognitive restructuring enables leaders to respond innovatively to challenges and to shape both themselves and their organisations in a flexible and forward-thinking way. Through Rethinking, the ability to actively shape change and secure long-term success is strengthened.