Research in neuroscience shows that, on average, 95% of our thoughts and decision patterns are repeated each day. Our habitual ways of thinking form deeply ingrained “mental superhighways.” As Einstein once said, we cannot solve our problems with the same thinking that created them. To improve our lives and become better leaders, parents, or partners, we must transform our thinking to avoid being stuck in ineffective patterns.
Transform Your Thinking to Tackle Persistent Challenges
Source: Photo by Polina Zimmerman / Pexels
Harvard Emeritus Professor Robert Kegan’s model of adult development, particularly the transition from Stage 4 (“self-authorship”) to Stage 5 (“self-transforming mind”), provides a practical roadmap for this transformation—one that can help us make better decisions and achieve more fulfilling outcomes.
This post will explore three central questions:
- How does the thinking in Stage 4 of human development differ from that of Stage 5 when addressing specific challenges?
- What impact does Stage 4 versus Stage 5 thinking have on the critical issues we face?
- How can we develop ourselves from Stage 4 to Stage 5?
What Is the Difference Between Stage 4 and Stage 5 Thinking
Let’s begin with the first question: What is the difference between Stage 4 and Stage 5 thinking? To illustrate, let’s look at a challenge faced by one of my CEO executive coaching clients. She was tasked with transforming the culture of her mid-tier service organization from one of fear, subservience, and lack of initiative to one that embraced ownership, independence, and questioning the status quo.
Initially, she found herself in Kegan’s “self-authoring stage” (Stage 4). In this stage, leaders often strongly advocate for their values, defend their decisions, and have a clear model for achieving desired outcomes. While these traits can be valuable, they can also limit collaboration, stifle new ideas, and hinder frontline employees from taking ownership.
Stage 5 thinking, by contrast, allows for greater openness to complexity and paradox. Leaders operating from this stage embrace different perspectives and encourage others to challenge their views. A Stage 5 leader might say, “That’s great—tell me more about how you see it differently” or “I’d love for you to prove me wrong.” This mindset promotes interconnected, systems-level thinking rather than focusing on isolated issues or short-term solutions. Empowerment becomes genuine, distributed leadership takes precedence over controlled delegation, and a strong sense of shared purpose replaces rigid adherence to personal values. Relationships are prioritized over transactional interactions, leading to deeper trust and mutual commitment.
A hallmark of Stage 5 is emotional intelligence—the ability to assess one’s own behavior, understand what needs to change within oneself, and what can be improved by others. Moving from Stage 4 to Stage 5 is a transformative shift that can create an environment where stakeholders feel fully committed and empowered, fostering stronger relationships and more effective collaboration.
How to Shift From Stage 4 to Stage 5 Thinking
Now, let’s address how someone can shift from Stage 4 to Stage 5. Here are five specific practices to help build Stage 5 thinking:
- Increase reflective capability through journaling and meditation so you can pause, observe your experiences, and engage your creative, thoughtful self.
- Seek feedback to counteract confirmation bias and deeply reflect on your responses.
- Focus on effective and inclusive processes rather than fixed outcomes and speed.
- Emphasize shared vision and purpose to create meaning, rather than relying solely on metrics.
- Embrace lifelong learning by facing uncertainty with humility.
Kegan’s research suggests that 70% of adults are operating at Stage 4. If that is true, many of us are limiting our potential in key areas of life, including relationships, business, and community ventures. Real, lasting change begins within us: Transform yourself, and you transform your outcomes.
