What’s behind the confidence of the incompetent?

https://www.washingtonpost.com/science/2019/01/07/whats-behind-confidence-incompetent-this-suddenly-popular-psychological-phenomenon/?noredirect=on&utm_term=.a30723b2e512

By Angela Fritz
Jan. 7, 2019

You may have witnessed this scene at work, while socializing with friends or over a holiday dinner with extended family: Someone who has very little knowledge in a subject claims to know a lot. That person might even boast about being an expert.

This phenomenon has a name: the Dunning-Kruger effect. It’s not a disease, syndrome or mental illness; it is present in everybody to some extent, and it’s been around as long as human cognition, though only recently has it been studied and documented in social psychology.

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Put simply, incompetent people think they know more than they really do, and they tend to be more boastful about it.

To test Darwin’s theory, the researchers quizzed people on several topics, such as grammar, logical reasoning and humor. After each test, they asked the participants how they thought they did. Specifically, participants were asked how many of the other quiz-takers they beat.

Dunning was shocked by the results, even though it confirmed his hypothesis. Time after time, no matter the subject, the people who did poorly on the tests ranked their competence much higher. On average, test takers who scored as low as the 10th percentile ranked themselves near the 70th percentile. Those least likely to know what they were talking about believed they knew as much as the experts.

Dunning and Kruger’s results have been replicated in at least a dozen different domains: math skills, wine tasting, chess, medical knowledge among surgeons and firearm safety among hunters.

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Dunning says the effect is particularly dangerous when someone with influence or the means to do harm doesn’t have anyone who can speak honestly about their mistakes. He noted several plane crashes that could have been avoided if crew had spoken up to an overconfident pilot.

“You get into a situation where people can be too deferential to the people in charge,” Dunning explained. “You have to have people around you that are willing to tell you you’re making an error.”

What happens when the incompetent are unwilling to admit they have shortcomings? Are they so confident in their own perceived knowledge that they will reject the very idea of improvement? Not surprisingly (though no less concerning), Dunning’s follow-up research shows the poorest performers are also the least likely to accept criticism or show interest in self improvement.