Can our belief in our own strategic abilities sometimes lead us astray? This research delves into the intriguing interplay between self-enhancement and strategic thinking, exploring how an inflated sense of one's capabilities can both aid and hinder decision-making processes. Through a series of three studies utilizing a variant of the hide-and-seek game, the researchers reveal that self-enhancement, the tendency to view oneself more favorably than reality suggests, can have paradoxical effects on strategic performance. The study participants engaged in a guessing game where they chose or guessed numbers, employing either random selection or active strategic thought. Counter-intuitively, the findings indicate that while guessers benefit from actively thinking about their choices, choosers are disadvantaged by the same approach. This is attributed to the choosers' tendency to overestimate their ability to outsmart their opponents, a clear manifestation of self-enhancement bias. This research provides valuable insights into the complexities of strategic cognition, highlighting the crucial role of self-awareness in optimizing decision-making. By understanding how self-enhancement can distort our perceptions and impact our choices, we can better navigate strategic situations in various real-world contexts, from negotiations to competitive interactions.
Published in the British Journal of Social Psychology, this paper aligns with the journal's focus on understanding human behavior in social contexts. By examining the cognitive biases that influence strategic thinking, it contributes to the journal's exploration of psychological processes underlying social interactions and decision-making. The research adds a nuanced perspective to the existing literature on social cognition within the journal's scope.