Silver: This is tentative and needs to be followed up, but I think the biggest practical implication for organizations is that they need to think about assembling teams not only of talented and knowledgeable individuals, but also of individuals who know what they know and what they don’t know, who are well- acquainted with, and self-aware of, their own talents. What we found in our data
is that, above and beyond how knowledgeable a group was before discussion, this confidence calibration, this idea that people have in some cases a meta-awareness of what they know and what they don’t, was a really strong predictor of effective discussion. Right now, in the labor market, what you’ll see is that organizations will administer tests
to people that they’re considering hiring. Oftentimes, those tests ask job candidates about problem-solving or area-specific knowledge. And they use that as a way of getting a sense of, “Is this a smart, knowledgeable person that I want to have in my organization?” That’s great. But you could very easily add to those sorts of tests additional questions about confidence. “Answer this question. And then tell us, do you think you know the answer to this question?” And in so doing, organizations could start to get a sense of whether or not they’re staffing their teams not only with knowledgeable individuals, but also with individuals who are self-aware and who know when to lean into a discussion and when to sit back.
DOM-Template-HalfPage-Horizontal-Repair-Management-Service-outlines.pdf 1 4/23/2020 5:02:27 PM
Mellers: This suggests a number of different avenues that we’re heading down at the moment, and one of them is, how can we make groups better from the start so that they’re more capable of learning from the discussion? We’ve toyed around with three tips that we could give people. The first is something that’s been shown to reduce overconfidence among professionals in several areas, and that’s to ask people to think of at least one reason why they’re wrong. Like I said, we don’t want everybody to tamp down their confidence, and we don’t really care [if they do]. It’s the relative ratings of confidence that we care about.
37
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52
