The slogan “those who know little think they are experts” has spread widely, but the finding of the 1999 study is narrower and still debated. This course explains the effect by separating it from popular myths and brings the topic into working life: overly optimistic time estimates, overlooked risks, unasked questions and experts who do not share what they know.
Course objective: Help employees assess their own knowledge and skills more accurately and make sounder decisions by being neither overconfident nor overly hesitant.
By the end of this course, you will be able to:
Distinguish research-based information about the Dunning-Kruger effect from common myths.
Recognize overconfident and overly hesitant behaviors, including the “curse of knowledge,” through workplace examples.
Complete a short calibration exercise that compares your confidence level with your accuracy.
Use tools such as asking for specific feedback, expressing confidence as a percentage, estimating first and comparing afterward and asking “what don’t I know?”
Prepare a personal blind spot plan with examples from your own work.
The course consists of short explanations, interactive exercises, a personal planning activity and an assessment.