How is it that the most incompetent so often think they are experts? How can their self assessment of their knowledge and expertise be so at variance with the reality of their incompetence?
According to the research of Cornell University psychologists David Dunning and Justin Kruger, as reported in Pacific Standard, “when people are incompetent not only do they reach erroneous conclusions and make unfortunate choices, but their incompetence robs them of the ability to realize it.”
The Dunning-Kruger Effect is all around us. Politicians unable to understand why nothing they legislate works, inarticulate writers who think their language skills are phenomenal, and, dare we mention it…managers clueless about losses directly attributable to their poor decisions. When we know least we are often most confident in our knowledge.
Conversely, those who truly are experts tend to underrate themselves. They know how much more there is to know and so think they are less competent than they really are. Those too blind to understand their limitations and how little they know are confident while those with great expertise realize there is more to know and so understate their competence.
We are surrounded by both types of people. Pay attention and figure out which are which when getting advice or your car repaired. When you notice those lacking in competence but proclaiming expertise, give them a little negative feedback and help them come to grips with the reality of their knowledge, or lack thereof. Keep them from harming others, or your company, in their euphoria of incompetence.
Those that underplay their talents, encourage them to offer advice and guide decisions. Ensure they are heard and treasured for their unassuming competence is what ultimately will lead to the greatest success.
And you? Where do you fit in this spectrum of expertise?
As W B Yeats wrote, “the best lack all conviction while the worst are full of passionate intensity.”
Dunning and Kruger must have studied my mother.