Boosting Team Dynamics: Understanding Why Unskilled Individuals Are Confident and Smart Individuals Stay Humble—Tips for Encouraging Open Communication and Listening in the Workplace.

in the world of work Especially in the marketing and technology industries where everything moves at the speed of light, “confidence” is often considered the top quality. that leads to success We are taught to speak eloquently, to pitch aggressively. and express that “We are controlling the situation.”

But have you ever noticed that, on many occasions, the person who makes the loudest noise in the meeting room It's not the person who knows the matter best. While real experts who have been involved with Data or have been working on the job site for many years Sitting back in complete silence Or try to come out and say “Maybe I don't know deeply enough.” This phenomenon is not a coincidence. But it is a psychological trap that has a huge impact on organizational performance.

When Ignorance Becomes Confidence: Knowing the Dunning-Kruger Effect

This phenomenon was coined by Cornell University psychologists David Dunning and Justin Kruger, who described the cognitive biases that cause people to have low abilities. They overestimate their abilities because they “lack the skills to know they don't have the skills.”

Imagine a confidence graph. When we start learning new things We'll feel like, “Wow, it's really that simple.” Our confidence will skyrocket to a peak called “Mount Stupid.” But as we study deeper and deeper, Until you see the complexity, see the conditions, and see that there are still many things in this world that we don't know. That confidence plummets into the so-called “Valley of Despair,” where the true talent resides. They often think “What I know, does everyone know?” or “Are there other factors that I haven't considered?”

From the perspective of working people This is dangerous. Because if the direction of a marketing campaign or technology project is dictated by the person at the top of Mount Stupid, the team could be headed in the wrong direction at high speed. But what if the team is led by someone who is too humble? The work may not proceed because of hesitation.

7 management methods “Pretentious humans” and awaken the real person to dare to express themselves

As a worker who has to manage people and projects We can't avoid these people, but we can “manage” them in a systematic way:

1. Use data to fight instead of personal feelings.

Pretentious people often have catchphrases like “I think…” or “In my experience…” The most gentle and effective way to deal with this is to change the battlefield from “opinion” to “fact”, asking for numbers, statistics, or tangible references. It will reduce the backlash and cause pedantic people to go back and do more homework. Meanwhile It is a safe space for talented people to show off their stuff. Because talented people usually already have a lot of information in their hands.

2. Use the power of process questions (How & Process)

People with superficial knowledge are often good at talking about the big picture, but struggle when it comes to the details. (Implementation) Using in-depth questions to step 1, 2, 3 or simulating problem situations (Edge Cases) will help reveal vulnerabilities in the idea. without us having to directly blame This method also encourages real experts in the team to feel that “It's time for me to explain.”

3. Ego management and respect

Remember that our goal is to “get the job done,” not to “win.” Breaking face with a pedantic person in the middle of a meeting creates enemies and a bad atmosphere. Use Active Listening and gently encourage him to see his weaknesses by himself. or being drawn into private conversations to exchange views It will make him more open to listening than being labeled stupid in front of others.

4. Moderator's role in mic distribution

The team leader or Moderator must act as “Thought Traffic” Don't let one person monopolize the conversation just because they're confident. Throwing the question to the quietest person in the room with the phrase, “In the Dev's corner, who really needs to build this system? What are you worried about?” This creates a better balance and brings out the truth.

5. Assign responsibility to prove skill.

Sometimes the best way for a pedant to learn is to hold him accountable for what he says. If he is confident that this feature will make a lot of money Try having him be the host for gathering plans and presenting them officially. Taking action will force him to move beyond mere knowledge to true understanding.

6. Organizational culture that allows “not knowing”

Most people are arrogant because they are afraid of being seen as incompetent. The organization must create a Safety Zone where saying, “I'm not sure about this. Please give me more time to research” is admirable behavior. When leaders dare to show their vulnerability (Vulnerability) and ignorance shown The subordinates will stop wearing masks and start communicating with the truth.

7. Understanding and Empathy

Deep down, people who try to act inflated all the time Often people with low self-confidence (Insecure) want acceptance. Giving praise where he really does well It will reduce the need to show off about things he doesn't know. When he feels like he has space and value, he will soften and become a better listener.

Dunning-Kruger phenomenon Not a contagious disease But it is human nature that we all have the opportunity to make mistakes and fall into a trap. Not even the best people. In a world of marketing and technology that is full of buzzwords and new trends every day, embracing “Stay Hungry, Stay Foolish” is the attitude that will keep us afloat.

Dealing with pedantry people on your team isn't a matter of finding fault. It is about managing “Ego” and “Data” in a balanced way. The duty of modern workers is to create an atmosphere that “Authenticity” rings louder than “confidence” and makes true experts feel safe and valuable in speaking what they know.

Ultimately, the strongest teams aren't the ones made up of quiet talent. Or are there only confident people who talk non-stop? But it's a team where everyone knows what they know. And more importantly… know that you “don't know anything”.