The Dunning–Kruger effect is a cognitive bias in which people with limited competence in a particular domain overestimate their abilities. It was first described by Justin Kruger and David Dunning in 1999. Some researchers also include the opposite effect for high performers: their tendency to underestimate their skills. In popular culture, the Dunning–Kruger effect is often misunderstood as a claim about general overconfidence of people with low intelligence instead of specific overconfidence of people unskilled at a particular task.
The Map is not the Territory - Definition and examples
The map and territory is a metaphor used to illustrate the difference between the actual world and our understanding of the world as we perceive it to be. The ‘map’ is our understanding of the ‘territory’ of reality, and we must be careful to remember that the map is not the territory!
The map is not the territory reminds us that our mental models of the world are not the same as the world itself. It cautions against confusing our abstractions and representations with the complex, ever-shifting reality they aim to describe.
First Principles: Elon Musk on the Power of Thinking for Yourself
Read this article to learn how brilliant minds like Elon Musk use first principles thinking to solve difficult problems and develop innovative solutions.
Introduction to Systems Thinking - The Systems Thinker
System. We hear and use the word all the time. “There’s no sense in trying to buck the system,” we might say. Or, “This job’s getting out of control, I’ve got to establish a system.” Whether you are aware of it or not, you are a member of many systems – a family, a community, […]
Dunning–Kruger Effect explains why the least competent at a task often incorrectly rate themselves as high-performers because they do not know otherwise.
Peeling back to first principles - The Intercom Blog
First principles thinking in product development allows you to remove all your existing biases and known constraints so that you can start to build a new and better solution.
The Diverge-and-Converge Technique for UX Workshops
By first working independently on a problem and then converging to share insights, teams can leverage the benefits of both work styles, leading to rapid data analysis, diverse ideas, and high-quality designs.
The Peter principle is a concept in management developed by Laurence J. Peter which observes that people in a hierarchy tend to rise to "a level of respective incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not necessarily translate to another.
Maslow's hierarchy of needs is an idea in psychology proposed by American psychologist Abraham Maslow in his 1943 paper "A Theory of Human Motivation" in the journal Psychological Review. Maslow subsequently extended the idea to include his observations of humans' innate curiosity. His theories parallel many other theories of human developmental psychology, some of which focus on describing the stages of growth in humans. The theory is a classification system intended to reflect the universal needs of society as its base, then proceeding to more acquired emotions. The hierarchy of needs is split between deficiency needs and growth needs, with two key themes involved within the theory being individualism and the prioritization of needs. While the theory is usually shown as a pyramid in illustrations, Maslow himself never created a pyramid to represent the hierarchy of needs. The hierarchy of needs is a psychological idea and also an assessment tool, particularly in education, healthcare and social work. The hierarchy remains a popular framework, for example in sociology research, management training, and higher education.
