The Curse of Knowledge
In their book Made to Stick: Why Some Ideas Survive and Other Die, Dan and Chip Heath discuss the problem, known to them, as the Curse of Knowledge. Essentially, the Curse of Knowledge refers to how, when a person knows something, he forgets what it is like to not know that something. In other words, suppose that you are an accountant. Speaking about the intricacies of the tax law without explaining yourself well prevents you from communicating effectively with your audience.
In 1990, a graduate student pursuing a Ph.D. in psychology at Stanford conducted a simple experiment which illustrates the reality of this principle. The game required two people: a tapper and a listener. The tapper was given a list of twenty-five popular songs, such as "The Star-Spangled Banner" or "Happy Birthday to You." The tapper then picked a song and "tapped" out the rhythm of the song by knocking on the table. The listener's responsibility was to correctly guess the song. What were the results? Of the 120 songs that were tapped out, the listeners only guessed the right song three times.
The graduate student wanted to focus more, though, on how confident the tapper thought he was communicating the song. Before the listeners were able to guess the song, the researcher asked the tappers to predict whether the listener would be able to select the right song. Not surprisingly, the tappers thought that the listeners would pick the correct song 50 percent of the time. Thus, the tappers had a mistaken perspective on their ability to communicate: They thought they were clear, when, in reality, they were completely ambiguous.
Have you ever been sitting in a crowd of people, attempting to understand a lecturer but lost in the labyrinth of his abstruse jargon? I know I have. To make it more personal, have you ever been guilty of talking over peoples' heads? Again, I know I have. It's very easy to do and a whole lot harder to avoid. However, for the sake of our reputation and the comprehension of our listeners, let us strive to make ourselves clear, not assuming that our audience knows exactly what we do.
In 1990, a graduate student pursuing a Ph.D. in psychology at Stanford conducted a simple experiment which illustrates the reality of this principle. The game required two people: a tapper and a listener. The tapper was given a list of twenty-five popular songs, such as "The Star-Spangled Banner" or "Happy Birthday to You." The tapper then picked a song and "tapped" out the rhythm of the song by knocking on the table. The listener's responsibility was to correctly guess the song. What were the results? Of the 120 songs that were tapped out, the listeners only guessed the right song three times.
The graduate student wanted to focus more, though, on how confident the tapper thought he was communicating the song. Before the listeners were able to guess the song, the researcher asked the tappers to predict whether the listener would be able to select the right song. Not surprisingly, the tappers thought that the listeners would pick the correct song 50 percent of the time. Thus, the tappers had a mistaken perspective on their ability to communicate: They thought they were clear, when, in reality, they were completely ambiguous.
Have you ever been sitting in a crowd of people, attempting to understand a lecturer but lost in the labyrinth of his abstruse jargon? I know I have. To make it more personal, have you ever been guilty of talking over peoples' heads? Again, I know I have. It's very easy to do and a whole lot harder to avoid. However, for the sake of our reputation and the comprehension of our listeners, let us strive to make ourselves clear, not assuming that our audience knows exactly what we do.
Excellent sir !
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