3.1.9.5. TED Talk

Kathryn Schulz — “On Being Wrong”

This TED Talk reinforces a foundational principle behind using mental models: clarity in thinking does not come from avoiding error — it comes from improving our relationship with uncertainty and learning to challenge the assumptions beneath our decisions. Kathryn Schulz explores why humans instinctively resist being wrong and how that resistance creates blind spots, defensiveness, and rigid thinking — the opposite of the flexibility required in entrepreneurial environments.

Schulz emphasizes that most poor decisions are not the result of inadequate intelligence or lack of information — they are the result of confidence built on untested assumptions. Leaders often mistake feeling correct for being correct. The talk illustrates how certainty can become emotional rather than analytical, leading individuals to protect their identity instead of examining their reasoning. Mental models help disrupt this pattern by making thinking visible, testable, and adaptable.

As you watch, pay attention to three key insights:

• Being wrong is not a threat — it is a developmental stage.
  Leaders who treat mistakes as information rather than failure accelerate growth. They refine reasoning, strengthen judgment, and build decision-making maturity.
• Discomfort signals growth, not inadequacy.
  Challenge feels uncomfortable because it disrupts familiar thinking. Mental models create separation between personal identity and cognitive process, enabling refinement without ego interference.
• Certainty feels safe — even when it is unfounded.
  Much of what leaders perceive as “confidence” is often emotional familiarity rather than evidence-based reasoning. Mental models shift confidence from belief and habit to structure and analysis.

As you engage with this talk, observe your internal reactions:

• Where do you resist being corrected — externally or internally?
• Where does certainty feel safer than examination?
• Which recurring decisions reflect habit rather than intentional thinking?

You are encouraged to return to this talk later in the program, especially during periods where strategic direction is shifting or decisions feel ambiguous. Its relevance deepens with experience. This is not a motivational message — it is a calibration tool. It reminds leaders that wise decision-making is not about being right consistently, but about thinking clearly, testing assumptions, and refining reasoning over time.

After watching, write down one specific belief you currently hold with high certainty and ask: “What evidence would genuinely change my mind?” That question alone can transform certainty into structured inquiry — and shift your leadership posture from defensive to developmental.