Yeah, but knowing something sucks means you are probably reasonably competent at coding. =3
It's good to raise people's expectations of themselves
The study conclusion inferred the skills needed to be effective at some task, are the same skills needed to correctly evaluate if you are actually proficient at the same tasks.
https://arxiv.org/abs/2505.02151
If the data infers another explanation is more applicable, than I'd be interested in the primary papers/studies the editorialized opinion seems to have omitted. =3
https://en.wikipedia.org/wiki/Dunning%E2%80%93Kruger_effect#...
If you read your own reference (not the picture, but where you took it from on Wikipedia) really really carefully, you might be able to tell why it so perfectly applies to you
The person with little knowledge overestimates they're capability, and the person which actually knows how complicated [the thing] is , usually isn't as confident they mastered it.
Your take on that makes absolutely no sense
But the claim above was that having low confidence was correlated to higher skill. Ie, skill and confidence are anti correlated. The chart does not show that. The lowest data point for confidence is the point on the left of the chart. This is also the data point corresponding to people who have the least competence. Having low confidence is not evidence that you’re secretly an expert. Confidence and competence are still positively correlated according to that chart.
The Dunning-Kruger effect is not so strong that there are scores of novices convinced they are experts in a field. But in your case, I admit the data may not tell the full story.
"Baloney Detection Kit"
https://www.youtube.com/watch?v=aNSHZG9blQQ
Best regards =3
> In popular culture, the Dunning–Kruger effect is sometimes misunderstood as claiming that people with low intelligence are generally overconfident, instead of denoting specific overconfidence of people unskilled at particular areas.
Dunning-Kruger has also been discredited with suggestion they may have been over confident themselves:
The Dunning-Kruger Effect Is Probably Not Real (2020) https://www.mcgill.ca/oss/article/critical-thinking/dunning-...
Debunking the Dunning‑Kruger effect – the least skilled people know how much they don’t know, but everyone thinks they are better than average (2023) https://theconversation.com/debunking-the-dunning-kruger-eff... the Dunning‑Kruger effect – the least skilled people know how much they don’t know, but everyone thinks they are better than average
The study conclusion inferred the skills needed to be effective at some task, are the same skills needed to correctly evaluate if you are actually proficient at the same tasks.
Or put another way, the <5% population of narcissists by their nature become evasive when their egos are perceived as threatened. Thus, often will pose a challenge in a team setting, as compulsive lying or LLM turd-polishing is orthogonal to most real world tasks.
People are not as unique as they like to believe, and spotting problems is trivial after you meet around 3000 people. Best to avoid the nonsense, and get outside to enjoy life. Have a great day =3
Most people figure out this scam very early in life, but some cling to terrible jobs for unfathomable reasons. =3
The answer to such questions is always that, given their circumstances, they have no realistic choice not to.
This is very obvious, and it's frustrating to continually see people pretend otherwise.
If folks expect someone to solve problems for them, than 100% people end up unhappy. The old idea of loyalty buying a 30 year career with vertical movement died sometime in the 1990s.
Ikigai chart will help narrow down why people are unhappy:
https://stevelegler.com/2019/02/16/ikigai-a-four-circle-mode...
Even if folks are not thinking about doing a project, I still highly recommend this crash course in small business contracts
https://www.youtube.com/watch?v=jVkLVRt6c1U
Rule #24: The lawyers Strategic Truth is to never lie, but also avoid voluntarily disclosing information that may help opponents.
Best of luck =3
In this type of situation, the fundamental issue is that making progress depends on many people acting in unison to increase their bargaining power, which is (a) hard to arrange even if everyone who acted this way would benefit, and (b) actually may be detrimental to some people (usually the high performers).
In my observations it is usually conditioned fear, personal debt-driven risk aversion, and or failure to even ask if the department above you is really necessary. These days, it is almost always easier to go to another firm if you want a promotion. =3