Intelligence Trap: Being smart is a responsibility

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In cultures, high intelligence is a desirable quality. Intelligent individuals are reported to be more affluent (Daniel, 2013), healthier (Vra, et al., 2018), and report more life satisfaction (Gonzalez-Mule, 2017). Although intelligence is debatable and culturally subtle, researchers generally agree that intelligence consists of at least three components. The first item Crystallized Knowledge, which contains facts and information, otherwise known as what we learn in school or through experience. Second, Fluid Intelligence unrelated to experience is the ability to process information through the application of knowledge, reasoning and problem solving effectively. Third, most researchers have a knack for self-control and emotion management. Outstanding performance in these three categories usually means that you are considered smart, but elevated performance means that you are subject to some significant responsibilities.

The factors described below are some of the areas that fall behind in being smart. Factors that cause performance defects and affect the relationship between intelligence and specific outcomes can be two different factors. For example, intelligent people are advised to swear more (Vashmat & Stephens, 2022), but obscuring certainly cursing words will not increase your IQ. Based on this understanding between reason and correlation, we can confidently predict that people with advanced intelligence will score poorly on the following dimensions and behaviors.


People with a high level of conscience are precise, consistent, tidy, punctual, methodical and hard working (Moutafi et al., 2004). They pride themselves on consistent performance, metaphorical coloring along lines and reaching personal goals. Surprisingly, intelligent people are generally less conscientious. Wise people rely only on their intelligence to overcome challenging situations when the journey is difficult. In contrast, those with low IQ scores rely on adherence to a regimen and meeting expectations to navigate difficult situations in life. More intelligent people can succeed, albeit less structured, relatively unorganized and more reckless. Ironically, there is a greater concentration of conscientious objectors in academia, where we hope intelligence is paramount. In addition, people with a higher conscience wake up quickly, probably because those with a conscience take longer to complete tasks when they wake up quickly (Gorgol et al., 2020)


Continuity between introversion and extroversion is one of the most widely accepted of the personality criteria we fit into. Introverted people usually draw energy from loneliness and like to think things over before acting. In contrast, extroverts are empowered by the outside world and socialization acts as a catalyst for their action. Although the results of the study were mixed, the introverts generally had high levels of fluid and crystallized intelligence. In a study exploring work performance (Furnham et al., 2004), intuition managers scored significantly higher on intelligence tests than their extrinsic counterparts. The consensus explanation is that extroverts gain more traction and succeed by relying on the verbal ability to turn socialization into a less anxious and rewarding process. In turn, interfaces tend to be less outgoing because they rely on their smartphones to succeed. As individuals mature (and have fewer friends and family members) it is not surprising that they become more introverted.

Negative work behaviors

Many intelligent people believe that they are highly competent and have plenty of positive self-esteem. In turn, these individuals consider themselves highly desirable to employers because of their unique abilities and qualifications. Unfortunately, high intelligence perceptions can be detrimental, fostering contempt for employers when the employee feels that the company has not recognized their sophisticated intelligence and extraordinary ability. The disconnect between personal and company impressions leads smart people to believe that they are highly qualified (Liu et al., 2015). When awareness of overqualification is raised, individuals are less productive at work and are more prone to deceptive behaviors and distractions as they feel demeaned by their employers. What does that mean? Employers should do everything possible to listen to employee perceptions and appoint a test for personal self-awareness. The wise may not always fit the best.

Irrational perfection

Many of us try to have exceptional work performance, which is usually a good thing for companies and individuals. Unfortunately, the goal of excellence gets out of hand when the person performs Perfectionist concerns Dictates a self-consistent and firm demand to be perfect in every possible situation (Stoeber & Otto, 2006), an explanation that is close to the definition of a talented person. To make matters worse, people with a vision of extreme perfectionism often have heavy self-doubt, fear of mistakes, and experience very negative emotions (such as depression) when things do not go as planned. There is a silver lining though; Self-control and self-management traits that can mediate perfectionist concerns are less common in talented individuals than their less-achieving counterparts (Striker et al., 2020). Perfection is not the main attribute of genius, along with the less lethal belief that perfection is a goal and not an irreversible necessity.

The wise purpose

Is there hope for a highly qualified and exceptionally intelligent person at work? Of course, there is. Being smart has decisive benefits in the workplace. Those who score higher on the IQ and levels of emotional intelligence have a better ability to delay satisfaction, have lower performance anxiety and develop better humor than their low-scoring counterparts. Wise people are more involved (think collective work) and help when another person needs help. Bottom line: An organization should test for features and characteristics that are most closely related to its organizational philosophy. Over-reliance on intelligence and understanding of experience can often be an appointment mistake that the organization will soon regret.

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