Most of us are familiar with so-called imposter syndrome: it refers to a situation in which even a highly capable individual doubts themselves and feels like they have reached a responsible or managerial position by accident. The Dunning–Kruger effect is, in many ways, the opposite of this phenomenon. It can affect almost anyone and may have a significantly negative impact on both an individual’s work effectiveness and the overall performance of the team. This article explores what the Dunning–Kruger effect is, and how to identify a colleague or subordinate who may be affected by it.
