3 ms·
> I think the larger lesson here is that confidence is > a good thing, but relying on it solely can fail miserably > as a substitute for having actual kno
by jt2190 11y ago
> I think the larger lesson here is that confidence is
> a good thing, but relying on it solely can fail miserably
> as a substitute for having actual knowledge about
> something.
How should the coach have audited the correctness of answers that he himself didn't know the answer to? Should he put his confidence in answer that the person answering wasn't confident in?
I'm reminded of the film "The last King of Scotland":
[Idi Amin] I want you to tell me what to do.
[Nicholas Garrigan] You want ME to tell YOU what to do?
[Idi Amin] Yes, you are my advisor. You are
the only one I can trust in here.
You should have told me not to
throw the Asians out,
in the first place.
[Nicholas Garrigan] I DID!
[Idi Amin] But you did not persuade me,
Nicholas. You did not persuade me!
It's really not enough to be right. You must convince others that you are right.
- unfocused 11y agoIf Idi Amin and Nicholas Garrigan had the "fight it out!" rule in my pub quiz night, Nicholas should've won. Of course, in their context it's a bit more complicated. :)
- Retra 11y agoThose who are making decisions should spend more effort listening to those who know how to make them. Otherwise, what is the justification for having executive power? It's not your fault you don't know how to make the decision, and it's also not your fault that you don't know how to listen? Then what is your fault? Why should you have any power at all, under those circumstances? There's not much value in picking advisors who you prefer to ignore.