an article by Angela Fritz published in The Washington Post [via World of Psychology blog]
The Dunning-Kruger effect explains why unskilled people think they know it all and tend to be overconfident.
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.
In their 1999 paper, published in the Journal of Personality and Social Psychology, David Dunning and Justin Kruger put data to what has been known by philosophers since Socrates, who supposedly said something along the lines of “the only true wisdom is knowing you know nothing.” Charles Darwin followed that up in 1871 with “ignorance more frequently begets confidence than does knowledge.”
Continue reading and be as blown away by the details as I was.
Showing posts with label ignorance. Show all posts
Showing posts with label ignorance. Show all posts
Monday, 21 January 2019
Tuesday, 17 January 2017
Ignorance management in hospitals
an article by
Maximiliane Wilkesmann
(TU University of Dortmund, Germany)
published in VINE Journal of Information and Knowledge Management Systems Volume 46 Issue 4 (2016)
Abstract
Purpose
The purpose of this paper is to investigate how professionals, like doctors, deal with their ignorance? Which strategies do they apply? How can the organization support activities that encourage dealing with ignorance in a positive way? The paper shows how ignorance can be managed in professional organizations like hospitals.
Design/methodology/approach
To explore this touchy subject, the research follows a sequential mixed method design. The advantage of combining research methods is the opportunity to explore an uninvestigated research field. In the first exploratory research sequence (empirical study 1) preliminary questions were defined by means of 43 qualitative semi-structured interviews with hospital physicians and literature analysis. The results of the qualitative content analysis also served as a starting point for the development of a Germany-wide online-questionnaire survey with more than 2,500 physicians (empirical study 2).
Findings
The results show that breaks, a lack of negative organizational constraints, collective learning, positive role models and intrinsic motivation have the highest impact on ignorance sharing of physicians in hospitals. In reverse, negative organizational constraints, distrust, a lack of intrinsic motivation and omitting the implementation of evidence-based insights in terms of collective learning have the highest impact on hiding ignorance. These findings help to manage ignorance in a positive way.
Originality/value
Physicians all over the world have to deal with incomplete information and ignorance in their daily work. Mostly, they have no time and/or resources to gather all relevant information before they make a diagnosis or administer a therapy. It is quite evident that scientific discourses on knowledge management and professions mostly emphasize the power of expertise and knowledge, whereas research on ignorance is currently more or less neglected. This paper is one of the first attempts to overcome this research gap.
Abstract
Purpose
The purpose of this paper is to investigate how professionals, like doctors, deal with their ignorance? Which strategies do they apply? How can the organization support activities that encourage dealing with ignorance in a positive way? The paper shows how ignorance can be managed in professional organizations like hospitals.
Design/methodology/approach
To explore this touchy subject, the research follows a sequential mixed method design. The advantage of combining research methods is the opportunity to explore an uninvestigated research field. In the first exploratory research sequence (empirical study 1) preliminary questions were defined by means of 43 qualitative semi-structured interviews with hospital physicians and literature analysis. The results of the qualitative content analysis also served as a starting point for the development of a Germany-wide online-questionnaire survey with more than 2,500 physicians (empirical study 2).
Findings
The results show that breaks, a lack of negative organizational constraints, collective learning, positive role models and intrinsic motivation have the highest impact on ignorance sharing of physicians in hospitals. In reverse, negative organizational constraints, distrust, a lack of intrinsic motivation and omitting the implementation of evidence-based insights in terms of collective learning have the highest impact on hiding ignorance. These findings help to manage ignorance in a positive way.
Originality/value
Physicians all over the world have to deal with incomplete information and ignorance in their daily work. Mostly, they have no time and/or resources to gather all relevant information before they make a diagnosis or administer a therapy. It is quite evident that scientific discourses on knowledge management and professions mostly emphasize the power of expertise and knowledge, whereas research on ignorance is currently more or less neglected. This paper is one of the first attempts to overcome this research gap.
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