Dec 14 JDN 2461024
Our society rewards confidence. Indeed, it seems to do so without limit: The more confident you are, the more successful you will be, the more prestige you will gain, the more power you will have, the more money you will make. It doesn’t seem to matter whether your confidence is justified; there is no punishment for overconfidence and no reward for humility.
If you doubt this, I give you Exhibit A: President Donald Trump.
He has nothing else going for him. He manages to epitomize almost every human vice and lack in almost every human virtue. He is ignorant, impulsive, rude, cruel, incurious, bigoted, incompetent, selfish, xenophobic, racist, and misogynist. He has no empathy, no understanding of justice, and little capacity for self-control. He cares nothing for truth and lies constantly, even to the point of pathology. He has been convicted of multiple felonies. His businesses routinely go bankrupt, and he saves his wealth mainly through fraud and lawsuits. He has publicly admitted to sexually assaulting adult women, and there is mounting evidence that he has also sexually assaulted teenage girls. He is, in short, one of the worst human beings in the world. He does not have the integrity or trustworthiness to be an assistant manager at McDonald’s, let alone President of the United States.
But he thinks he’s brilliant and competent and wise and ethical, and constantly tells everyone around him that he is—and millions of people apparently believe him.
To be fair, confidence is not the only trait that our society rewards. Sometimes it does actually reward hard work, competence, or intellect. But in fact it seems to reward these virtues less consistently than it rewards confidence. And quite frankly I’m not convinced our society rewards honesty at all; liars and frauds seem to be disproportionately represented among the successful.
This troubles me most of all because confidence is not a virtue.
There is nothing good about being confident per se. There is virtue in notbeing underconfident, because underconfidence prevents you from taking actions you should take. But there is just as much virtue in not being overconfident, because overconfidence makes you take actions you shouldn’t—and if anything, is the more dangerous of the two. Yet our culture appears utterly incapable of discerning whether confidence is justifiable—even in the most blatantly obvious cases—and instead rewards everyone all the time for being as confident as they can possibly be.
In fact, the most confident people are usually less competent than the most humble people—because when you really understand something, you also understand how much you don’t understand.
We seem totally unable to tell whether someone who thinks they are right is actually right; and so, whoever thinks they are right is assumed to be right, all the time, every time.
Some of this may even be genetic, a heuristic that perhaps made more sense in our ancient environment. Even quite young children already are more willing to trust confident answers than hesitant ones, in multiple experiments.
Studies suggest that experts are just as overconfident as anyone else, but to be frank, I think this is because you don’t get to be called an expert unless you’re overconfident; people with intellectual humility are filtered out by the brutal competition of academia before they can get tenure.
I guess this is also personal for me.
I am not a confident person. Temperamentally, I just feel deeply uncomfortable going out on a limb and asserting things when I’m not entirely certain of them. I also have something of a complex about ever being perceived as arrogant or condescending, maybe because people often seem to perceive me that way even when I am actively trying to do the opposite. A lot of people seem to take you as condescending when you simply acknowledge that you have more expertise on something than they do.
I am also apparently a poster child for Impostor Syndrome. I once went to an Impostor Syndrome with a couple dozen other people where they played a bingo game for Impostor Syndrome traits and behaviors—and won. I once went to a lecture by George Akerlof where he explained that he attributed his Nobel Prize more to luck and circumstances than any particular brilliance on his part—and I guarantee you, in the extremely unlikely event I ever win a prize like that, I’ll say the same.
Compound this with the fact that our society routinely demands confidence in situations where absolutely no one could ever justify being confident.
Consider a job interview, when they ask you: “Why are you the best candidate for this job?” I couldn’t possibly know that. No one in my position could possibly know that. I literally do not know who your other candidates are in order to compare myself to them. I can tell you why I am qualified, but that’s all I can do. I could be the best person for the job, but I have no idea if I am. It’s your job to figure that out, with all the information in front of you—and I happen to know that you’re actually terrible at it, even with all that information I don’t have access to. If I tell you I know I’m the best person for the job, I am, by construction, either wildly overconfident or lying. (And in my case, it would definitely be lying.)
In fact, if I were a hiring manager, I would probably disqualify anyone who told me they were the best person for the job—because the one thing I now know about them is that they are either overconfident or willing to lie. (But I’ll probably never be a hiring manager.)
Likewise, I’ve been often told when pitching creative work to explain why I am the best or only person who could bring this work to life, or to provide accurate forecasts of how much the work would sell if published. I almost certainly am not the best or only person who could do anything—only a handful of people on Earth could realistically say that they are, and they’ve all already won Oscars or Emmys or Nobel Prizes. Accurate sales forecasts for creative works are so difficult that even Disney Corporation, an ever-growing conglomerate media superpower with billions of dollars to throw at the problem and even more billions of dollars at stake in getting it right, still routinely puts out films that are financial failures.
They casually hand you impossible demands and then get mad at you when you say you can’t meet them. And then they go pick someone else who claims to be able to do the impossible.
There is some hope, however.
Some studies suggest that people can sometimes recognize and punish overconfidence—though, again, I don’t see how that can be reconciled with the success of Donald Trump. In this study of evaluating expert witnesses, the most confident witnesses were rated as slightly less reliable than the moderately-confident ones, but both were far above the least-confident ones.
Surprisingly simple interventions can make intellectual humility more salient to people, and make them more willing to trust people who express doubt—who are, almost without exception, the more trustworthy people.
But somehow, I think I have to learn to express confidence I don’t feel, because that’s how you succeed in our society.