Why confident employees resist training: the Dunning-Kruger challenge
The Dunning-Kruger effect reveals a paradox that every L&D professional has experienced: the employees who need training most are often the most resistant to it. People with limited competence tend to overestimate their abilities, which means they also lack the self-awareness to see their own gaps. Combine that with widespread disbelief in the forgetting curve, and you get training programs that struggle before they even start. Understanding this psychological barrier is the first step toward designing learning programs that actually stick.
