Most of us are familiar with so-called imposter syndrome: it refers to a situation in which even a highly capable individual doubts themselves and feels like they have reached a responsible or managerial position by accident. The Dunning–Kruger effect is, in many ways, the opposite of this phenomenon. It can affect almost anyone and may have a significantly negative impact on both an individual’s work effectiveness and the overall performance of the team. This article explores what the Dunning–Kruger effect is, and how to identify a colleague or subordinate who may be affected by it.
Dunning–Kruger effect
As The Muse states, this effect was first described in 1999 by David Dunning and Justin Kruger. It characterises a fairly common situation in which individuals with limited skills overestimate their abilities. The root cause is their lack of insight into what they do not know. These individuals, although not particularly skilled in the given area, exhibit a high level of confidence and consider themselves to be nearly infallible. This behaviour might lead to team conflicts, poor decision-making, overestimated competencies, and unmet responsibilities.
How to recognise a subordinate who is affected by it
Having a subordinate with the Dunning–Kruger effect in your team can result in long-term challenges. Such an employee does not accept constructive criticism, overvalues their own abilities, and often disrupts the team’s work.
Here are some warning signs that may indicate the presence of the Dunning–Kruger effect in a team member:
- Often making poor decisions. Individuals affected by the Dunning–Kruger effect frequently make poor choices because they overrate their knowledge and decision-making abilities. They may also make decisions on matters beyond their authority or fail to seek approval from their supervisors.
- Excessive self-confidence. The employee typically exhibits high self-confidence, even though their actual competencies and results do not objectively support it.
- Inability to accept feedback. Someone with Dunning–Kruger effect believes they are doing everything correctly and therefore does not accept constructive criticism or any form of feedback from people around them.
- Unwillingness to collaborate with other team members. All the issues mentioned above lead to an inability to work effectively in a team, and a lack of capacity for constructive communication with colleagues.
If you identify this effect in one of your subordinates, it is essential to address the situation immediately. Begin by having a conversation with the employee to understand their perspective. Leaving the problem unresolved could gradually destabilise the entire team.
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