When confidence trumps intelligence | Political Economy

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In this era, which celebrates high voice, education and rational thinking, it is contradictory – perhaps tragic – that really intelligent often caught itself on the edge of power, while confident moderation is easily climbed. This strange but permanent model is not unique to the modern world.

It has been clear throughout history, in cultures and continents. From the ancient courts of the emperors to modern board rooms and parliament, it is not the most brilliant, but the most brave, which is on the rise. This is especially about the human nature of human nature: people do not follow those who are wise, but also like the wise.

The same is true from Silicon Valley to Islamabad. Under Elizabeth Holmes, the decline of Thyranus and the populist of media -protected leaders around the world, media lover leaders have cited the example of this fact: courage eliminates glory, and confidence improves permanent ability. In Pakistan, political history has seen numerous examples of this – a very low skills of governance but a lot of charisma and belief has attracted itself to the highest offices, often ignoring experienced intellectuals, technocrats and civil servants.

Instead of General Zia -ul -Haq’s intellectual or military talent, the rise through cleverness and manipulation, to populist leaders in modern politics, who ignore violent policy, give rise to public sentiment, the trend is clear: impressions are more important than material.

Nicholo Machiaville, Nishan. Writing in the brutal context of Sania’s politics, understanding that success in leadership does not require excellence. It demands performance. As he has written in the prince well, “Everyone sees what you look. Some experiences are you really.” It says, people make decisions on the basis of the matter, not matter. The trust of a leader, even if baseless, affects more efficient and loyalty than a cautious truth.

Modern psychology identifies the same dynamic. David Dining and Justin Krigger discovered, now known as the Dining Krigger effect. The cruelty is that ignorance, in many cases, gives rise to trust, while knowledge promotes humility. The result is that those who have the least fit to guide them often feel most entitled to do so.

In Pakistan, we have seen this play in corporate, bureaucratic and political circles. Government officials and media persons, despite repeated display of ignorance or mismanagement, are not due to their insights, but because of their delivery – pregnant, loud and confident. Meanwhile, some bright voices – members, policy experts, scientists, have been dropped as or out of contact because they certainly talk with delicacy and caution rather than cleaning.

Eastern philosophy adds a serious opposite to it. In Tao T. Chung, Lao Zhou has said: “Whoever knows he does not speak. He who speaks does not know.” This principle, while wise, becomes a strategic responsibility in a world where noise often drowns knowledge. In today’s political and media environment – whether in New York or Lahore, the fastest voice, not wise, orders attention. Political talks about various Pakistani television channels often exemplify a confrontation, where participants often try to dominate dialogue through faster and aggressive rhetoric at the cost of constructive dialogue.

In such an environment, optics and immediate political benefits are preferred over basic, long -term policy measures. Although measures such as investment in human capital and poverty alleviation are uncertain for sustainable national development, they are often removed due to their gradual and low -visible nature.

In the future, it is rapidly confident, not worth it. In the world under the influence of optics, emotions and spectacles, the intelligent must be prepared. Just intelligence is not enough. It should be combined with courage, charisma and rhetoric skills.

This trend is specifically clarified in colonial and colonial contexts, where political institutions are often given a constant emphasis on the inheritance of external control, weak democratic stability and patronage politics. In such settings, the short -term populist strategy exceeds the long -term development plan, as political legal status is often associated with immediate supply rather than systematic reforms. Pressure to maintain public comments, which is often expanded through sensational media coverage, further encourages politics on meaningful, evidence -based policy -making.

Intelligent people, who are trained to reflect and weight options, are often left behind in high -speed conditions where decisions (and optics) should be immediately. Intelligent people are therefore avoided by taking advantage of opportunities under which they can distinguish. Sun Zhou very rightly put him into the art of war, “get caught in the event of occasions.” Intelligence feels hesitant. Confidence works.

Break the trust. Leaders who specialize in emotional sentiment often do so by creating loyalty to sacred values, such as religion, nationalism, martyrdom, society, but through fear or devotion. We saw it in absolute governments in the 20th century, but the same model appears in national dates. Military dictators justified the rebellion in the name of national interest, especially national security. Political leaders claimed divine or ideological destiny. Regardless of policy failure or corruption, religion, national security or martyrdom, which, despite religion, national security or martyrdom, is used by religion, national security or martyrdom. Jonathan Head, an American socialist and author in the mind, explained it well: people create emotional beliefs and then justify them.

Part of this problem is how we educate society. Most schools do not have authenticity, not convinced. Students are taught to answer the correct answer, not to discuss, encourage or guide. In Pakistan too, the education system emphasizes the route learning, the performance of the exam and the respect of the authority. Discussion and creative thinking are often discouraged. School education has been privatized in Pakistan so that quality education is available only to privileged youth.

This is the case with health care that attracts minimal investment through the state. Edward Burneis, the father of modern propaganda and nephew of Sigmund Freud, said that the public guides more through irrational and more emotional emotions. He wrote, “The conscious and intelligent manipulation of organized habits and public opinion is an important factor in a democratic society.” Reading, marketing and media -trained people – not logic or ethics – often control public opinion.

So, what are the red flags? How can we see the confident fools in power before suffering non -refundable damage? Modern psychology gives us indications. These leaders often reject the expert’s advice in favor of ignorance. They surround themselves with loyalty instead of capable advisors. They attack dissent and critics, and prepare them as enemies. They re -nominate their failures as a victory, rotating the statement to maintain control. As Plato warned in the Republic, the rise of oppression begins when people prefer flattery on truth – when they choose people who tell them what they want to hear, they do not need to listen. The result is clear, if there is a problem: In the future, rapidly confident, is not worth it. In the world under the influence of optics, emotions and spectacles, the intelligent must be prepared. Just intelligence is not enough. It should be combined with courage, charisma and rhetoric skills. As Confucius once said, “wisdom, sympathy and courage are men’s three globally recognized moral qualities.” Today, only wisdom will not win. He should boldly walk in his hand. The route is dangerous and ‘minimum trim’ but is essential.

Unless intelligent people learn to compete not only in the realm of ideology but also for influence, they will continue to shadow it through those who surrender to trust and appearance. The challenge ahead is not just to be fine – but listen to microphones before making monopolies through people, believe and follow it who certainly make mistakes for the truth and performance for leadership.

The author is a professor at the Faculty of Liberal Arts at the Beacon House National University in Lahore.