Opinion: Why we need more honesty and rational thinking in our mental health system

We need more honesty, rational thinking and personal accountability in health and social care. Too often, the challenge isn't simply a lack of knowledge or professional qualifications, but how people respond when their beliefs, decisions, or behaviour are questioned.

In any organisation, unhealthy egos can prevent progress. When people become more concerned with protecting their reputation, authority, or status than finding the truth, they may interpret constructive criticism as a personal attack. People deny mistakes, dismiss concerns, and lose opportunities to learn.

This is particularly concerning in mental health services, where vulnerable adults depend on professionals to treat them with dignity, respect and compassion. When someone raises concerns about their care, the priority should be to understand what happened, examine the evidence and take appropriate action — not to protect an individual's ego or an organisation's reputation.

However, I also believe we need to challenge a different problem: irrational humility.

Humility is often considered a virtue, and rightly so. Recognising that we do not know everything makes learning possible. But humility should not mean believing that our opinions have no value, accepting poor treatment without question or being afraid to challenge people in positions of authority.

There is a difference between being humble and lacking confidence in your own judgement. We should acknowledge our limitations without denying our strengths. We should respect professional expertise without assuming professionals can't make mistakes.

Rational thinking offers a way forward. It encourages us to examine evidence, question assumptions, consider alternative explanations, and change our minds when the facts justify it. Rather than asking who is right because of their position or status, we should ask which explanation the available evidence best supports.

These principles also apply to coaching and mentoring. Effective coaches do not need to present themselves as infallible authorities. They should create environments where people can ask questions, admit difficulties, learn from mistakes and make measurable progress. The purpose is not to establish superiority, but to help others develop competence, confidence and independence.

My own experiences of mental health recovery have strengthened my belief in education, reflection and rational thinking. Studying psychology has encouraged me to question assumptions, recognise emotions' influence, and distinguish between evidence and interpretation. It has also taught me the importance of remaining open to the possibility that my own conclusions may be mistaken.

This approach does not mean abandoning compassion or emotion. Feelings and lived experiences matter, especially when understanding how care affects vulnerable people. Rationality means taking those experiences seriously while examining claims fairly and carefully.

We need organisations where staff can acknowledge errors without humiliation, service users can raise concerns without being dismissed, and leaders can accept criticism without treating it as a threat. Where wrongdoing is established, accountability must follow. When misunderstandings or mistakes occur, there should be opportunities to reflect and improve.

Ultimately, neither arrogance nor self-effacement serves the public well. Unhealthy egos obstruct learning, while irrational humility can discourage people from speaking up and contributing their ideas.

We need something better: confidence without arrogance, humility without self-deprecation, honesty without hostility and accountability without a culture of blame.

Progress depends on our willingness to seek the truth, admit when we are wrong and work together to do better. In health and social care, those are not merely desirable personal qualities. They are essential foundations for trustworthy leadership, effective mentoring and dignified care.