This same polarization can be seen on many other charged issues, such as stem cell research or evolution and creationism, with more educated individuals applying their brainpower to protect their existing opinions, even when they disagree with the scientific consensus. It could also be observed in beliefs about certain political conspiracy theories. When it comes to certain tightly held beliefs, higher intelligence and knowledge is a tool for propaganda rather than truth seeking, amplifying our errors.

Robson posits that practical wisdom is not merely about accumulating facts and information; it is the judicious application of knowledge in varied and often uncertain real-life situations. This kind of wisdom requires an adaptive mindset, emotional intelligence, and the capacity for reflective thought. It’s the antidote to the rigid application of ‘book smarts’ in situations that demand more nuanced understanding. Our self-perceptions of expertise mean we have gained the right to be closed-minded and to ignore other points of view. A failure to spot contradictions in a text, due to its fluency and familiarity. For example, when answering the question, ‘How many animals of each kind did Moses take on the Ark?’, most people answer two. This kind of distraction is a common tactic for purveyors of misinformation and fake news. Robson’s thesis pivots on the concept that intelligence and rationality are not one and the same. Smart individuals, often lauded for their analytical prowess, are not immune to the same cognitive biases that affect everyone else. They can fall victim to a range of biases such as confirmation bias, where they focus on information that supports their preconceptions while disregarding contradictory evidence. This tendency is compounded by the intellectual’s habit of engaging in motivated reasoning, a process of constructing a narrative that justifies their beliefs or actions, even in the face of opposing facts.Reflective Practice: Engaging in reflective practice encourages us to think about our thinking. It involves examining our beliefs, questioning our assumptions, and considering the consequences of our actions. In chapter 10 Robson describes a variety of disasters that have occurred with major organisations and discusses how certain corporate cultures can exacerbate individual thinking errors and inhibit wiser reasoning. An executive may come to chase short-term gains, particularly if feeling threatened by time, financial or other constraints, giving rise to 'functional stupidity' where any criticism is discouraged and seen as negativity: employees may then find it easier to avoid thinking, to nod along, and escape being perceived as troublemakers. (The UK has a very poor record in its treatment of 'whistleblowers'). Many disasters are preceded by 'near misses' with 'outcome bias'. In outcome bias people dismiss a near miss, without reflection, because the outcome was benign, rather than taking it as a serious warning requiring urgent attention. People are more likely to report near misses when safety is emphasised. Robson concludes that wise decision-making for large organisations is similar to that in individuals:- Both should humbly accept their limits and the possibility of failure. Both should be open to new information, including information counter to the current viewpoint, and be able to live with uncertainty and ambiguity. In “The Intelligence Trap: Why Smart People Do Stupid Things and How to Avoid Them,” author David Robson delves into the pervasive impact that cognitive missteps of intelligent individuals have on society at large, from politics to business and education. The intelligence trap isn’t just about individual blunders; it’s a societal phenomenon with far-reaching consequences. system 1’, intuitive, automatic, ‘fast thinking’ that may be prey to unconscious biases; and ‘system 2’, ‘slow’, more analytical, deliberative thinking.” Intellectual humility is not about doubting one’s intelligence or being unconfident. Rather, it is the understanding that no matter how intelligent we are, our knowledge has limitations. It is a buffer against the kind of hubris that leads smart people to believe they are immune to error. Robson artfully argues that this trait can and should be cultivated actively, as it can protect against the overconfidence that often accompanies high intelligence.

A strategy to reduce biased reasoning by deliberately exposing ourselves to examples of flawed arguments.The key takeaway from the book is that cognitive diversity isn’t just about social equity or fairness—it’s a strategic advantage. It enables individuals and organizations to approach problems from multiple angles, anticipate different potential challenges, and arrive at more robust, well-rounded solutions. Robson expresses mixed feelings about intuition. On the one hand, in the appendix, he describes 'cognitive miserliness' as a tendency to base our decision- making on intuition rather than analysis. While on the other hand he devotes the chapter titled 'Your Emotional Compass' to discussing how one sort of valuable intuition can be founded on finely tuned emotional sensitivity. Clearly, we need to find new and better ways to teach critical thinking and measure good judgement. Reading David Robson’s book would be a good place to start." Wall Street Journal - Emily Bobrow The unexpected failure of teams once their proportion of ‘star’ players reaches a certain threshold. See, for instance, the England football team in the Euro 2016 tournament.”

We assume that smarter people are less prone to error. But greater education and expertise can often amplify our mistakes while rendering us blind to our biases. This is the ‘intelligence trap’. Education: The education sector is not immune to the intelligence trap either. Educators and policymakers might cling to outdated teaching methods or educational theories, despite new research suggesting better approaches, potentially hindering student development and learning outcomes. It is difficult to overestimate the influence of this work, but none of the early studies by Kahneman and Tversky had tested whether our irrationality varies from person to person. Are some people more susceptible to these biases, while others are immune, for instance? And how do those tendencies relate to our general intelligence? Conan Doyle’s story is surprising because we intuitively expect more intelligent people, with their greater analytical minds, to act more rationally—but as Tversky and Kahneman had shown, our intuitions can be deceptive. For a taster, consider the following question, which aims to test the “belief bias.” Your task is to consider whether the conclusion follows logically, based only on the opening two premises. Robson also details strategies for fostering intellectual humility, such as engaging with diverse viewpoints, actively questioning our own assumptions, and reflecting on the cognitive biases that sway our judgment. For instance, engaging with people who disagree with us can expose the blind spots in our thinking. This doesn’t mean accepting every contrary opinion but rather giving them due consideration and using them as a tool to sharpen our own thinking.

By integrating these strategies into our thinking, Robson suggests that we can better recognize and navigate the intelligence trap. Critical thinking, as presented in “The Intelligence Trap,” is not about doubting our intellect but about exercising it with caution and humility. It’s a skill set that complements raw intelligence, ensuring that our cognitive abilities lead us to wise and well-considered decisions rather than unexamined assumptions and costly errors. How Does ‘Dysrationalia’ Explain Rational Failures Among Intelligent People? To minimise such vulnerabilities Robson devotes chapter 4 to evidence-based wisdom. This wisdom involves intellectual humility, with the ability to seek out information that runs counter to one's original point of view, coupled with an awareness of the inherent uncertainty in our judgements. When strong emotions interfere with this approach Robson suggests various forms of self-distancing. Such wisdom may be related to health and happiness but is poorly correlated with intelligence, though it does tend to increase with age in Western cultures. Fixed mindset involves the belief that our abilities and intelligence are fixed and cannot be changed. Part 4 The folly and wisdom of the crowd: How teams and organizations can avoid the intelligence trap Smart people are not only just as prone to making mistakes as everyone else, they may be even more susceptible to them. This is the “intelligence trap,” the subject of David Robson’s fascinating and provocative book. The Intelligence Trap explores cutting-edge ideas in our understanding of intelligence and expertise, including “strategic ignorance,”“meta-forgetfulness,” and “functional stupidity.” Robson reveals the surprising ways that even the brightest minds and most talented organizations can go wrong—from some of Thomas Edison’s worst ideas to failures at NASA, Nokia, and the FBI. And he offers practical advice to avoid mistakes based on the timeless lessons of Benjamin Franklin, Richard Feynman, and Daniel Kahneman. The Intelligence Trap: Why Smart People Make Dumb Mistakes by David Robson – eBook Details