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Have you ever watched a teammate stride into a meeting overflowing with certainty, only to learn they’d skipped a crucial step? Or noticed a quiet expert hesitate to share a brilliant idea, convinced it isn’t original enough? In my last article on imposter syndrome, we explored how self-doubt holds us back. Today, we shine a light on its gentle opposite: the Dunning–Kruger Effect, where confidence races ahead of skill, and learn how to turn that spark into real progress.
What is the Dunning–Kruger Effect? The Dunning–Kruger Effect is a cognitive bias in which individuals with limited knowledge or competence in a specific area overestimate their own ability. This phenomenon was first described by psychologists David Dunning and Justin Kruger in 1999. They found that people with lower performance in areas such as humor, logic, and grammar tend to rate their abilities much higher than they actually are.
Sometimes, what we think we know feels bigger than what we know—and that’s often the first beautiful step toward growth.
In the workplace, confidence often leaps ahead before our skills have fully caught up. This is more common (and human) than we realize. It’s a paradox that shows up in surprising ways.
Research has found that individuals with less experience in a skill might overestimate their abilities. On the flip side, highly skilled professionals may overlook their strengths. One particularly curious study revealed that participants who scored lowest on humor tests believed they were the funniest, reminding us that a lack of awareness is simply a blind spot, not a flaw.
The heart of it: not fault, but perspective. We don’t know what we don’t know when we're new to something. Early successes feel monumental because we’re just beginning to build our understanding. And that’s okay—confidence is often the spark that ignites the journey.
How This Affects Teams
In the workplace, the effects of the Dunning-Kruger Effect can influence team dynamics:
This isn’t dysfunction—it’s misalignment. When left unaddressed, it can hinder growth and teamwork. But the good news is that modern organizations are learning to lean into this dynamic with care and creativity.
Instead of treating overconfidence as a red flag, organizations can use it as a starting point for guided growth. Strategies that promote alignment include:
Managers participate in decision-making simulations, such as navigating team conflicts, allocating resources, or managing tight deadlines. These scenarios reflect real workplace challenges. Micro-challenges are quick tasks that help build skills in areas like communication, time management, or conflict resolution, often taking place weekly with practical exercises like sending clear emails or running short meetings.
After each simulation or challenge, managers have one-on-one feedback sessions with mentors or peers. They reflect on their decisions, learn from mistakes, and identify areas for improvement. The sessions involve open-ended questions, such as, "What would you do differently next time?" or "How did this decision align with your values?"
Quarterly, managers receive feedback from direct reports, peers, and senior leadership. These 360° reviews provide insights into leadership skills, communication, and team impact. The feedback is constructive and focused on development, encouraging managers to target actionable growth areas.
A digital dashboard tracks each manager’s progress in key areas like strategic thinking, team management, and problem-solving. Metrics, such as team satisfaction or successful simulation outcomes, visualize progress. Managers can compare their growth with team benchmarks and identify areas for further improvement.
This approach focuses on building awareness in a supportive, low-pressure environment, where growth is seen as exciting, not intimidating.
In practice, this might look like pairing new talent with experienced mentors or holding team huddles where all questions are welcomed with curiosity—not judgment. After all, curiosity is the soil where progress grows.
When organizations embrace curiosity and implement supportive structures like feedback systems, they unlock the full potential of individuals and teams alike.
We all have moments when we don’t know what we don’t know. And that’s not a weakness—it’s the beginning of wisdom.
When confidence is treated with kindness and curiosity, it becomes a compass. And when leaders nurture this compass with mentorship, feedback, and a culture of continuous learning, they guide their teams toward clarity and high performance.
By the same author:
Unpacking Imposter Syndrome and Reclaiming Your Worth
Sources:
Pilat D., & Sekoul K. (2021). Dunning–Kruger Effect. The Decision Lab.
Corrado, M. E. (2025, March 9). The Dunning-Kruger effect: How overconfidence impacts workplace performance. Small Business Association of Michigan.
ILMS Academy. (2025, February 22). The Dunning-Kruger Effect: The Confidence-Competence Gap.
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