Leaders at a recent Cambridge University conference were told how research has shown that they must overcome hubristic tendencies in themselves and avoid acquiring Hubris Syndrome (HS) - a personality disorder resulting in disastrous decision-making..
Hubris is characterised by extreme pride or arrogance. It often indicates a loss of contact with reality and an overestimation of one's own competence, accomplishments or capabilities, especially when the person exhibiting it is in a position of power.
Aristotle mentions Hubris in his book “Rhetoric”:
“Hubris consists in doing and saying things that cause shame to the victim…simply for the pleasure of it. Retaliation is not hubris but revenge... Young men and the rich are hubristic because they think they are better than other people.”
part history lesson, part call-to-action, Margaret Heffernan demonstrates the danger of "willful blindness" and praises ordinary people who are willing to speak up.
(Filmed at TEDxDanubia.) A former high profile CEO, Margaret Heffernan explores the all-too-human thought patterns -- like conflict avoidance and selective blindness -- that lead managers and organizations astray:
Most people instinctively avoid conflict, but as Margaret Heffernan shows us, good disagreement is central to progress. She illustrates (sometimes counterintuitively) how the best partners aren’t echo chambers -- and how great research teams, relationships and businesses allow people to deeply disagree.