You actually believe you know more than you do – Dunning-Kruger Effect
Introduction
Sometimes, we encounter individuals who choose a course of action they believe is correct—even if it might be misguided. This scenario is often explained by the Dunning-Kruger effect, where people overestimate their knowledge or experience when they want to be in charge. It is incredibly challenging for leaders, who feel compelled to do what is right, stay informed, and ultimately make the final call.
A Classic Example
“In 1995, McArthur Wheeler walked into two Pittsburgh banks and robbed them in broad daylight, with no visible attempt at disguise. He was arrested later that night, less than an . . .
