The Dunning-Kruger effect states that incompetent people are also incompetent in assessing their own performance. Therefore, less competent people think their performance is competent, while smarter people focus on their own flaws.
It explains, among other things, how in a society that places too much value on image, idiots and insane people are able to get ahead by overestimating their value and getting fools to agree with them.
The essence of the Dunning-Kruger effect is that “ignorance more frequently begets confidence than knowledge.” Studies have shown that the most incompetent individuals are the ones that are most convinced of their competence. At work this translates into lots of incompetent people who think they are superstars. And what is worse is that if you have a manager that doesn’t closely supervise work, he or she may judge
performance based on outward appearances using information like the confidence with which these incompetent blockheads speak.
An important corollary of this effect is that the most competent people often underestimate their competence. This is a result of how you frame knowledge. The more you know, the more you focus on what you don’t know. For instance, people who can name 15 of the 50 state capitals tend to think “I know 15.” People who know 45 of the 50 state capitals tend to think “I don’t know 5.”
Dunning and Kruger, two researchers at Cornell University, described their findings in a paper entitled Unskilled and Unaware Of It: How Difficulties In Recognising Ones Own Incompetence Lead To Inflated Self-Assessments in the Journal of Personality and Social Psychology.
Their conclusions can be summarized this way:
Translation: without leadership at the top of the curve who is willing to call people on their incompetence, the incompetents will appear competent to other incompetents and be advanced, possibly even to the presidency.
This causes a mathematical problem for democracies since most people are not particularly competent at leadership, government or logical argument, meaning they are both unable to assess the best leadership choices and sure that they’re right.
It’s essentially similar to the Downing effect:
The Downing effect describes the tendencies of people with below average intelligence quotients (IQs) to overestimate their intelligence, and of people with above average intelligence to underestimate their intelligence. The propensity to predictably misjudge one’s own intelligence was first noted by C. L. Downing who conducted the first cross cultural studies on perceived intelligence.
His studies also evidenced that the ability to accurately estimate others’ intelligence was proportional to one’s own intelligence. This means the lower the IQ score of an individual, the less capably he or she can appreciate and accurately appraise others’ intelligence. The lower an individual’s IQ, the more likely they are to rate themselves as more intelligent than others around them.
Conversely, people with a high IQ, while better at appraising others’ intelligence overall, are still likely to rate people of similar intelligence as themselves as having higher IQs.
That tendency could go a long way toward explaining why many successful societies have relied on strong leaders who had no problem beating down the incompetent with force.