Showing posts with label Lapercy. Show all posts
Showing posts with label Lapercy. Show all posts

Friday, 10 November 2017

The Dunning Kruger Effect

Are you as good as you think? How healthy are you as compared to the people you know? Are you better at the things that you do? I'm sure you have had these questions at some point in your life. So, if you are like most of the people you think you are pretty good at some things and you are able to admit you are less good at others. You likely shake your head in pity at people you see as, stupid. You feel like Sheldon Cooper and think why do they keep doing dumb things all the time. You ask yourself why don't they understand they are bad at people stuff. Well, we at Lapercy have an answer for you, and that is the Dunning Kruger effect.
     Even if you've never heard of the Dunning-Kruger effect, you've definitely seen it in action. The inexperienced politician with strong opinions about global affairs, the celebrity on an anti-science crusade, the self-proclaimed stock-market expert that loses money left and right. The Dunning-Kruger effect is the strange phenomenon that makes unskilled or uneducated people overestimate their abilities.

 In the field of psychology, the Dunning–Kruger effect is a cognitive bias wherein people of low ability suffer from illusory superiority, mistakenly assessing their cognitive ability as greater than it is. The cognitive bias of illusory superiority derives from the metacognitive inability of low-ability persons to recognize their own ineptitude. Without the self-awareness of metacognition, low-ability people cannot objectively evaluate their actual competence or incompetence. As described by social psychologists David Dunning and Justin Kruger, the cognitive bias of illusory superiority results from an internal illusion in people of low ability and from an external misperception in people of high ability; that is, "the miscalibration of the incompetent stems from an error about the self, whereas the miscalibration of the highly competent stems from an error about others.
 Hence, the corollary to the Dunning–Kruger effect indicates that persons of high ability tend to underestimate their relative competence and erroneously presume that tasks that are easy for them to perform are also easy for other people to perform.

       The irony of the Dunning-Kruger Effect is that, the knowledge and intelligence that are required to be good at a task are often the same qualities needed to recognize that one is not good at that task, and if one lacks such knowledge and intelligence, one remains ignorant that one is not good at that task.

  You must have dealt with people who are overconfident and cocky but can't provide results, and they’re not only clueless that their performance stinks but they’re confident that their performance is good, you likely saw the Dunning-Kruger Effect in action. In a survey conducted a while back more than 30,000 employees answered dozens of workplace questions, including “I know whether my performance is where it should be.” And frighteningly, only 29% of employees say they “always” know whether their performance is where it should be. Meanwhile, a whopping 36% say they “Never” or “Rarely” know. Perhaps before we blame our employees for being so susceptible to the Dunning-Kruger Effect, we ought to look at our leadership skills and ask if we’ve fomented, or at least aided, this particular cognitive bias.

It's so easy to judge other people, isn't it?  Everyone does it but in truth, though, the Dunning-Kruger effect leaves no brain unscathed: you do it, and you don't know you do it. As knowledgeable as you think you are in many areas, there are always areas you don't know about, but think you do. If that leaves you feeling uneasy, Dunning has some words of comfort: "Over the years, I've become convinced of one key, overarching fact about the ignorant mind. One should not think of it as uninformed. Rather, one should think of it as misinformed." That is, an ignorant mind isn't empty; rather, it's full of the wrong information. Still, it's the only information you have, so you rely on it as if it's, well, reliable.

Author's Comment: To overcome this, be your own devil's advocate. Ask yourself how you might be mistaken, or how your expectations might turn out to be wrong. Don't assume you know, be a critic of the information you've got.

Now, here is a video to help you understand this better.

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