{"title":"Does expertise protect against overclaiming false knowledge?","authors":"","doi":"10.1016/j.obhdp.2024.104354","DOIUrl":null,"url":null,"abstract":"<div><p>Recognizing one’s ignorance is a fundamental skill. We ask whether superior background knowledge or expertise improves the ability to distinguish what one knows from what one does not know, i.e., whether expertise leads to superior meta-knowledge. Supporting this hypothesis, we find that the more a person knows about a topic, the less likely they are to “overclaim” knowledge of nonexistent terms in that topic. Moreover, such expertise protects against overclaiming especially when people are most prone to overclaim – when they view themselves subjectively as experts. We find support for these conclusions in an internal meta-analysis (17 studies), in comparisons of experts and novices in medicine and developmental psychology, and in an experiment manipulating expertise. Finally, we find that more knowledgeable people make knowledge judgments more automatically, which is related to less false familiarity and more accurate recognition. In contrast, their less knowledgeable peers are more likely to deliberate about their knowledge judgments, potentially thinking their way into false familiarity. Whereas feeling like an expert predisposes one to overclaim impossible knowledge, true expertise provides a modest protection against doing so.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":null,"pages":null},"PeriodicalIF":3.4000,"publicationDate":"2024-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Organizational Behavior and Human Decision Processes","FirstCategoryId":"91","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S0749597824000463","RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 0
Abstract
Recognizing one’s ignorance is a fundamental skill. We ask whether superior background knowledge or expertise improves the ability to distinguish what one knows from what one does not know, i.e., whether expertise leads to superior meta-knowledge. Supporting this hypothesis, we find that the more a person knows about a topic, the less likely they are to “overclaim” knowledge of nonexistent terms in that topic. Moreover, such expertise protects against overclaiming especially when people are most prone to overclaim – when they view themselves subjectively as experts. We find support for these conclusions in an internal meta-analysis (17 studies), in comparisons of experts and novices in medicine and developmental psychology, and in an experiment manipulating expertise. Finally, we find that more knowledgeable people make knowledge judgments more automatically, which is related to less false familiarity and more accurate recognition. In contrast, their less knowledgeable peers are more likely to deliberate about their knowledge judgments, potentially thinking their way into false familiarity. Whereas feeling like an expert predisposes one to overclaim impossible knowledge, true expertise provides a modest protection against doing so.
期刊介绍:
Organizational Behavior and Human Decision Processes publishes fundamental research in organizational behavior, organizational psychology, and human cognition, judgment, and decision-making. The journal features articles that present original empirical research, theory development, meta-analysis, and methodological advancements relevant to the substantive domains served by the journal. Topics covered by the journal include perception, cognition, judgment, attitudes, emotion, well-being, motivation, choice, and performance. We are interested in articles that investigate these topics as they pertain to individuals, dyads, groups, and other social collectives. For each topic, we place a premium on articles that make fundamental and substantial contributions to understanding psychological processes relevant to human attitudes, cognitions, and behavior in organizations. In order to be considered for publication in OBHDP a manuscript has to include the following: 1.Demonstrate an interesting behavioral/psychological phenomenon 2.Make a significant theoretical and empirical contribution to the existing literature 3.Identify and test the underlying psychological mechanism for the newly discovered behavioral/psychological phenomenon 4.Have practical implications in organizational context