Referencing this Wikipedia article.
Going back many years, I worked for a an IT Manager who was an idiot. Not the first time I’ve worked with and for people that are idiots, but this particular one was a very special person indeed. He was a lovely bloke, very pleasant to talk to, was gentle, kind and very respectful. But when it came to anything IT based, he was an idiot.
However, the point of this post is the Dunning-Kruger effect. This lovely man was indeed an idiot in terms of IT – but he thought he knew what he was talking about. He would pontificate and make the most horrendous decisions based on what he thought was right – which invariably were wrong. And even when you patiently explained why it was wrong and what we could do to make it right, he would promptly agree, then forget it and revert back to his original (incorrect) decision.
It was only a few years ago that someone pointed out that Wikipedia article about Dunning-Kruger. At the time I first read it, it was only a couple of paragraphs long and it did make me laugh, so I kind of didn’t really take it seriously. Just goes to show, really.