They actually spent time wondering how people who had been so sensationally right {i.e., they themselves} could preserve the capacity for diffidence and doubt and uncertainty that had enabled them to be right. The more sure you were of yourself and your judgment, the harder it was to find opportunities premised on the notion that you were, in the end, probably wrong. The
The narrative explores the paradox faced by those who accurately predicted the financial crisis. These individuals found it perplexing that their past success stemmed from a mindset filled with doubt and uncertainty. Their confidence in being correct contrasted sharply with the humility that had allowed them to assess situations critically.
This realization emphasizes that overconfidence can blind one to new opportunities, as the more certain someone feels about their views, the less likely they are to consider the possibility of being wrong. The author illustrates the value of maintaining a sense of skepticism in decision-making, highlighting how it can lead to better judgments in uncertain situations.
