Davin News Server

On Thu, 2 May 2024 09:04:08 -0700,  Alan says...  

> 
> On 2024-05-01 21:20, AlleyCat wrote:
> > 
> > On Wed, 1 May 2024 21:11:23 -0700,  Alan says...
> > 
> >>
> >> On 2024-05-01 21:04, AlleyCat wrote:
> >>>
> >>> On Wed, 1 May 2024 17:47:49 -0700,  Alan says...
> >>>
> >>>>
> >>>> On 2024-04-27 09:43, AlleyCat wrote:
> >>>>> Expert's Eva Warning: 'One of The Biggest Energy Policy Blunders We've Ever
> >>>>> Made'
> >>>>>
> >>>>> Energy experts are warning about numerous potential issues for electric
> >>>>> vehicles, including affordability, range, weather, infrastructure, and economic
> >>>>> concerns, even as the government and car companies increasingly push them on
> >>>>> Americans. [emphasis, links added]
> >>>>>
> >>>>> Bryan Dean Wright
> >>>>
> >>>> And what makes him an "expert" on this issue, loser?

He was QUOTING th experts, dipshit... I never said HE was "the" expert. You 
don't HAVE to be an expert on ANY subject to report ABOUT experts and what THEY 
say.

See? You just fuck everything up, trying to convolute the topic. You really 
have a screw loose, if you think the author of a story ABOUT experts, is the 
one I was saying was an expert.

> >>>
> >>> What makes YOU an expert, besides reading about it on the Internet, where...

> >> I'm not pontificating about subjects and calling myself an "expert", loser.

WHO did that?
 
> > To tell or ask ANYONE about their credentials, means YOU must be a peer WITH
> > the same or higher credentials to even ask or criticize, and you are not.
> 
> 
> If I'm getting medical advice, you're suggesting I have to BE a doctor 
> in order to ask about that person's qualifications?

You can ask for qualifications, but you KNOW that's not what I said, but you 
can't criticize, unless you KNOW what the fuck you're talking about, and you 
don't, seeing how you are not a fucking doctor, dumb ass.

You know that's not the gist of what I was saying. As two NON-experts, you and 
the other guy, you can neither say with conviction he's wrong and you're right, 
since you're BOTH not credentialed AS climate experts.
 
> Think that one through again, loser.

I don't have to... it's SO fucking apparent, you haven't a clue.

=====

Narcissists Don't Learn From Their Mistakes Because They Don't Think They Make 
Any

BEND, Ore. - When most people find that their actions have resulted in an 
undesirable outcome, they tend to rethink their decisions and ask, "What should 
I have done differently to avoid this outcome?"

When narcissists face the same situation, however, their refrain is, "No one 
could have seen this coming!"

In refusing to acknowledge that they have made a mistake, narcissists fail to 
learn from those mistakes, a recent study from Oregon State University - 
Cascades found.

The mental process of analyzing past actions to see what one should have done 
differently is called "should counter-factual thinking." Counter-factual 
thinking is the mental process of imagining a different outcome or scenario 
from what actually occurred.

All of us engage in some level of self-protective thinking, said study author 
Satoris Howes, a researcher at OSU-Cascades with the OSU College of Business. 
We tend to attribute success to our own efforts, but blame our failures on 
outside forces - while often blaming other people's failure on their own 
deficiencies.

"But narcissists do this way more because they think they're better than 
others," Howes said. "They don't take advice from other people; they don't 
trust others' opinions. ... You can flat-out ask, 'What should you have done 
differently?' And it might be, 'Nothing, it turned out; it was good.'"

Narcissism is typically defined as a belief in one's superiority and 
entitlement, with narcissists believing they are better and more deserving than 
others.

The study, published recently in the Journal of Management, consisted of four 
variations on the same experiment with four different participant groups, 
including students, employees and managers with significant experience in 
hiring. One of the four was conducted in Chile with Spanish-speaking 
participants.

Participants first took a test that ranked their narcissism by having them 
choose among pairs of statements ("I think I am a special person" versus "I am 
no better or worse than most people"). In the first of the four variations, 
they then read the qualifications of hypothetical job candidates and had to 
choose whom to hire. After choosing, they were given details about how this 
hypothetical employee fared in the job, and were assessed regarding the extent 
they engaged in "should counterfactual thinking" about whether they made the 
right decision.

The four variations employed different methods to analyze how counterfactual 
thinking was affected by hindsight bias, which is the tendency to exaggerate in 
hindsight what one actually knew in foresight. The researchers cite the example 
of President Donald Trump saying in 2004 that he "predicted the Iraq war better 
than anybody."

The authors note that prior research has shown that hindsight bias is often 
reversed as a form of self-protection when a prediction proves to be inaccurate 
- e.g., Trump saying in 2017 that "No one knew health care could be so 
complicated" after failing to put forth a successful alternative to the 
Affordable Care Act.

In the OSU study, researchers found that when narcissists predicted an outcome 
correctly, they felt it was more foreseeable than non-narcissists did ("I knew 
it all along"); and when they predicted incorrectly, they felt the outcome was 
less foreseeable than non-narcissists did ("Nobody could have guessed"). 

Either way, the narcissists didn't feel they needed to do something differently 
or engage in self-critical thinking that might have positive effects on future 
decisions.

"They're falling prey to the hindsight bias, and they're not learning from it 
when they make mistakes. And when they get things right, they're still not 
learning," Howes said.

Narcissists often rise in the ranks within organizations because they exude 
total confidence, take credit for the successes of others and deflect blame 
from themselves when something goes wrong, Howes said.

However, she said, over time this can be damaging to the organization, both 
because of low morale of employees who work for the narcissist and because of 
the narcissist's continuing poor decisions.

To avoid the trap of hindsight bias, Howes said individuals should set aside 
time for reflection and review after a decision, even if the outcome is 
positive. Whether the decision was favorable or unfavorable, they should ask 
themselves what they should have done differently. And because narcissists 
don't engage in this process, Howes said it would be wise to have advisory 
panels provide checks and balances when narcissists have decision-making 
authority.

Co-authors on the study were Edgar E. Kausel at the Pontificia Universidad 
Catolica de Chile, Alexander T. Jackson at Middle Tennessee State University 
and Jochen Reb at Singapore Management University.