As Dunning quips, “The first rule of the Dunning-Kruger club is you don’t know you’re a member of the Dunning-Kruger club.”15fn2

If we’re comfortable being wrong, we’re not afraid to poke fun at ourselves. Laughing at ourselves reminds us that although we might take our decisions seriously, we don’t have to take ourselves too seriously.

Harish Natarajan

In learning cultures, the norm is for people to know what they don’t know, doubt their existing practices, and stay curious about new routines to try out.

We learn more from people who challenge our thought process than those who affirm our conclusions. Strong leaders engage their critics and make themselves stronger. Weak leaders silence their critics and make themselves weaker. This reaction isn’t limited to people in power. Although we might be on board with the principle, in practice we often

To build a learning culture, we also need to create a specific kind of accountability—one that leads people to think again about the best practices in their workplaces.

Strong leaders engage their critics and make themselves stronger. Weak leaders silence their critics and make themselves weaker.

Mastering a craft, in his experience, is about constantly revising our thinking.

It shouldn’t be up to the victim to inject complexity into a difficult conversation. Rethinking should start with the offender.