50 Wild Posts From The Online Group ‘Delusions Of Adequacy’ That Tell The Harsh Truth (New Pics)

Wiktionary defines "delusion of adequacy" as the belief that one is doing a competent job when one is actually incompetent. The phrase was first coined by American writer and Broadway theater critic Walter Kerr in 1951.

"Mr. Robinson is not up to the course he has set for himself. In the play, the character concludes by giving up his dreams of overnight stardom and deciding to learn his trade from the bottom up. All Mr. Robinson can honestly do now is to take his own advice. At the moment, he is suffering from delusions of adequacy," Kerr wrote in a New York Herald Tribune review of a Broadway play called Buy Me Blue Ribbons. He was referring to Jay Robinson, the play's producer and star.

A modification of "delusion of grandeur," the phrase has since stuck.

There's something called the Dunning-Kruger effect, and it's pretty much the same as delusions of adequacy.

"The Dunning-Kruger effect is a cognitive blind spot where people with low ability overestimate their competence," explains Fast Company. "The theory has its critics, but three decades of qualitative data and observations in hundreds of organizations back this up: The worst bosses often believe they’re crushing it, while employees are silently unraveling."

Fast Company goes on to explain that bosses with delusions of adequacy often aren't acting out of malice but rather a lack of self-awareness. That's because they're praised by the very people who are too afraid to say what’s really on their minds.

"Instead, they tell their boss what they think will keep them in their good graces—or out of their crosshairs—which only reinforces the boss’s belief that they’re a rockstar leader," the site notes, adding that bad leadership isn’t always intentional—it’s often about blind spots and unchecked power.

The experts over at The Decision Lab warn that when you "feel like you're excelling at something new or challenging, you might accidentally fall prey to the belief that you have stumbled upon one of your talents." In other words, you might suffer from delusions of adequacy. "In reality," they add, "you may just be a poor performer, finally approaching average levels."

They further note that being blind to our unique strengths can have a negative impact on our our well-being and mental health.

What the experts are referring to is something commonly known as imposter syndrome, or persistent feelings of being a fraud.

"People suffering from imposter syndrome may feel undeserving of their own success or may worry constantly about what will happen when others realize the 'truth.' The effect can also cause you to become disappointed when your self-recognized 'talents' are not recognized by others," The Decision Lab site explains.

"Thinking you are better than you are at something can cause you to miss out on opportunities to learn from truly knowledgeable and skilled people," they warn.

So, if you believe that you are already doing an incredible job and excelling, you’re less likely to ask for feedback that might actually help you improve your actual performance.

"On the flip side, thinking you are average at something when you really demonstrate great skill can cause you to miss out on opportunities for self-advancement or to guide and mentor others," the add.

According to The Decision Lab's experts, overconfident people, or those with delusions of adequacy, are extremely resistant to being taught because they firmly believe they know better. But on top of this, they are also guilty of sharing the most information.

"When these individuals confidently announce their stance, we are more likely to believe them, regardless of whether or not the information is well-founded," warns the site, adding that, "On a global level, the Dunning-Kruger effect can have dangerous consequences, whether that be in education, healthcare, or politics."

To avoid falling victim to the Dunning-Kruger Effect, or delusions of adequacy, experts advise that you be open to feedback and don't always assume that you're great at something.

"Remember that thinking that you’re bad at something likely puts you in the middle of the pack because it means you have enough insight to recognize your own incompetencies," explains The Decision Lab. "Being overconfident could also signify that you have some growing to do. It is important to take a step back and seek input from other sources."