think do think do

I’ve just finished reading Don’t Believe Everything You Think by Joseph Nguyen. One of the main concepts in the book is the difference between thoughts and thinking. It explains how overthinking can destroy our motivation and hopes. Too much thinking takes the raw, joyful thoughts we have and turns them into stories about why something isn’t possible.

At its essence, this links back to the Buddhist practice of mindfulness: observing ruminating thoughts without judgment, simply acknowledging them rather than getting caught up in their content.

It reminded me of an Instagram clip I saw a while ago, showing the process of the artist Dorothea Rockburne. In it, she explains how she thinks before she works and after she works. But when she’s working, she’s not thinking—she’s doing.

Like Rockburne, organisations and teams need to create space for focused action while leaving time for thoughtful reflection before and after.

Most organisations that aren’t working effectively lean too far one way or the other. Some spend too much time thinking. They hold endless meetings, debate ideas, and analyse problems without taking any action. Others lean too far the other way, doing too much without stopping to consider and reflect. They jump straight into building, launching, or fixing things without checking if they’re solving the right problems.

Arguably, ‘doing without thinking’ is the preferable state. But both have their downsides. Overthinking means nothing ever changes. It’s safer but paralysing. Overdoing means you might waste time and energy on the wrong things. It feels productive but directionless.

The key is to strike a balance. Take the time to reflect. Learn from mistakes. Check if you’re heading in the right direction. But also make sure you take action—try something, build something, and learn from the results. The reality is often different from the theory, and you won’t know unless you act.

It can feel scary to flip from one mode to the other if it confronts the culture of your organisation. This shift often needs to come from leaders (or a brave team who can challenge the status quo and show what’s possible). Leaders need to be willing to take risks, incentivise the new way of working, and create space for teams to work in both modes. Sometimes, organisations need to swing the pendulum towards action to break out of inertia or towards reflection to reset direction. Over time, the goal is to settle in a balanced rhythm.

When organisations find this balance, they can act with focus and reflect with purpose. This mindful approach is how progress happens.