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The Essays of Montaigne - When Experts Overstep Their Bounds

Michel de Montaigne

The Essays of Montaigne

When Experts Overstep Their Bounds

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Summary

Montaigne explores a fascinating human tendency: people love to talk about anything except what they actually know best. He shares examples of how sailors want to discuss philosophy, soldiers brag about poetry, and doctors try to be engineers. This isn't just harmless chatter—it can have serious consequences. He tells the story of ambassadors who decided to edit their report to the King, leaving out insulting comments from Emperor Charles V because they thought they knew better than their boss what he should hear. Montaigne argues this was wrong—ambassadors should report everything and let the King decide how to respond. But then he complicates his own argument, noting that sometimes rigid obedience can be just as problematic. The key insight is about knowing when to stay in your lane versus when to exercise judgment. In our daily lives, this shows up everywhere: the coworker who ignores their actual job to give unsolicited advice about everything else, or the friend who won't admit they don't know something. Montaigne suggests we'd all be better off if we focused on what we actually know well, listened to others in their areas of expertise, and were honest about the limits of our own knowledge.

Coming Up in Chapter 17

After examining how people overstep their expertise, Montaigne turns to one of our most primal emotions: fear. He'll explore how terror can both paralyze and unexpectedly liberate us, revealing the strange ways our minds work under pressure.

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An excerpt from the original text.(complete · 1451 words)

A PROCEEDING OF SOME AMBASSADORS

I observe in my travels this custom, ever to learn something from the
information of those with whom I confer (which is the best school of all
others)
, and to put my company upon those subjects they are the best able
to speak of:--

“Basti al nocchiero ragionar de’ venti,
Al bifolco dei tori; et le sue piaghe
Conti’l guerrier; conti’l pastor gli armenti.”

[“Let the sailor content himself with talking of the winds; the
cowherd of his oxen; the soldier of his wounds; the shepherd of his
flocks.”--An Italian translation of Propertius, ii. i, 43]

For it often falls out that, on the contrary, every one will rather
choose to be prating of another man’s province than his own, thinking it
so much new reputation acquired; witness the jeer Archidamus put upon
Pertander, “that he had quitted the glory of being an excellent physician
to gain the repute of a very bad poet.--[Plutarch, Apoth. of the
Lacedaemonians, ‘in voce’ Archidamus.]--And do but observe how large and
ample Caesar is to make us understand his inventions of building bridges
and contriving engines of war,--[De Bello Gall., iv. 17.]--and how
succinct and reserved in comparison, where he speaks of the offices of
his profession, his own valour, and military conduct. His exploits
sufficiently prove him a great captain, and that he knew well enough; but
he would be thought an excellent engineer to boot; a quality something
different, and not necessary to be expected in him. The elder Dionysius
was a very great captain, as it befitted his fortune he should be; but he
took very great pains to get a particular reputation by poetry, and yet
he was never cut out for a poet. A man of the legal profession being not
long since brought to see a study furnished with all sorts of books, both
of his own and all other faculties, took no occasion at all to entertain
himself with any of them, but fell very rudely and magisterially to
descant upon a barricade placed on the winding stair before the study
door, a thing that a hundred captains and common soldiers see every day
without taking any notice or offence.

“Optat ephippia bos piger, optat arare caballus.”

[“The lazy ox desires a saddle and bridle; the horse wants to
plough.”--Hor., Ep., i. 14,43.]

By this course a man shall never improve himself, nor arrive at any
perfection in anything. He must, therefore, make it his business always
to put the architect, the painter, the statuary, every mechanic artisan,
upon discourse of their own capacities.

And, to this purpose, in reading histories, which is everybody’s subject,
I use to consider what kind of men are the authors: if they be persons
that profess nothing but mere letters, I, in and from them, principally
observe and learn style and language; if physicians, I the rather incline
to credit what they report of the temperature of the air, of the health
and complexions of princes, of wounds and diseases; if lawyers, we are
from them to take notice of the controversies of rights and wrongs, the
establishment of laws and civil government, and the like; if divines, the
affairs of the Church, ecclesiastical censures, marriages, and
dispensations; if courtiers, manners and ceremonies; if soldiers, the
things that properly belong to their trade, and, principally, the
accounts of the actions and enterprises wherein they were personally
engaged; if ambassadors, we are to observe negotiations, intelligences,
and practices, and the manner how they are to be carried on.

And this is the reason why (which perhaps I should have lightly passed
over in another)
I dwelt upon and maturely considered one passage in the
history written by Monsieur de Langey, a man of very great judgment in
things of that nature: after having given a narrative of the fine oration
Charles V. had made in the Consistory at Rome, and in the presence of the
Bishop of Macon and Monsieur du Velly, our ambassadors there, wherein he
had mixed several injurious expressions to the dishonour of our nation;
and amongst the rest, “that if his captains and soldiers were not men of
another kind of fidelity, resolution, and sufficiency in the knowledge of
arms than those of the King, he would immediately go with a rope about
his neck and sue to him for mercy” (and it should seem the Emperor had
really this, or a very little better opinion of our military men, for he
afterwards, twice or thrice in his life, said the very same thing)
; as
also, that he challenged the King to fight him in his shirt with rapier
and poignard in a boat. The said Sieur de Langey, pursuing his history,
adds that the forenamed ambassadors, sending a despatch to the King of
these things, concealed the greatest part, and particularly the last two
passages. At which I could not but wonder that it should be in the power
of an ambassador to dispense with anything which he ought to signify to
his master, especially of so great importance as this, coming from the
mouth of such a person, and spoken in so great an assembly; and I should
rather conceive it had been the servant’s duty faithfully to have
represented to him the whole thing as it passed, to the end that the
liberty of selecting, disposing, judging, and concluding might have
remained in him: for either to conceal or to disguise the truth for fear
he should take it otherwise than he ought to do, and lest it should
prompt him to some extravagant resolution, and, in the meantime, to leave
him ignorant of his affairs, should seem, methinks, rather to belong to
him who is to give the law than to him who is only to receive it; to him
who is in supreme command, and not to him who ought to look upon himself
as inferior, not only in authority, but also in prudence and good
counsel. I, for my part, would not be so served in my little concerns.

We so willingly slip the collar of command upon any pretence whatever,
and are so ready to usurp upon dominion, every one does so naturally
aspire to liberty and power, that no utility whatever derived from the
wit or valour of those he employs ought to be so dear to a superior as a
downright and sincere obedience. To obey more upon the account of
understanding than of subjection, is to corrupt the office of command
--[Taken from Aulus Gellius, i. 13.]--; insomuch that P. Crassus, the same
whom the Romans reputed five times happy, at the time when he was consul
in Asia, having sent to a Greek engineer to cause the greater of two
masts of ships that he had taken notice of at Athens to be brought to
him, to be employed about some engine of battery he had a design to make;
the other, presuming upon his own science and sufficiency in those
affairs, thought fit to do otherwise than directed, and to bring the
less, which, according to the rules of art, was really more proper for
the use to which it was designed; but Crassus, though he gave ear to his
reasons with great patience, would not, however, take them, how sound or
convincing soever, for current pay, but caused him to be well whipped for
his pains, valuing the interest of discipline much more than that of the
work in hand.

Notwithstanding, we may on the other side consider that so precise and
implicit an obedience as this is only due to positive and limited
commands. The employment of ambassadors is never so confined, many
things in their management of affairs being wholly referred to the
absolute sovereignty of their own conduct; they do not simply execute,
but also, to their own discretion and wisdom, form and model their
master’s pleasure. I have, in my time, known men of command checked for
having rather obeyed the express words of the king’s letters, than the
necessity of the affairs they had in hand. Men of understanding do yet,
to this day, condemn the custom of the kings of Persia to give their
lieutenants and agents so little rein, that, upon the least arising
difficulties, they must fain have recourse to their further commands;
this delay, in so vast an extent of dominion, having often very much
prejudiced their affairs; and Crassus, writing to a man whose profession
it was best to understand those things, and pre-acquainting him to what
use this mast was designed, did he not seem to consult his advice, and in
a manner invite him to interpose his better judgment?

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Let's Analyse the Pattern

Pattern: Expertise Drift
Montaigne reveals a universal pattern: the further people drift from their actual expertise, the more confident they become about everything else. This isn't random wandering—it's a predictable human tendency where competence in one area creates false confidence in all areas. This pattern operates through a psychological mechanism Montaigne understood centuries before modern research confirmed it. When we master something difficult, our brains generalize that success. The sailor who navigates storms thinks, 'If I can handle the ocean, I can handle philosophy.' The doctor who saves lives assumes they understand economics. Success breeds overconfidence, and overconfidence seeks new territories to conquer. Meanwhile, the very expertise that should make us valuable gets neglected. This shows up everywhere today. The nurse who's brilliant with patients but insists on redesigning the hospital's computer system. The mechanic who fixes engines perfectly but won't stop giving marriage advice. The manager who rose through sales but now micromanages IT decisions. Social media amplifies this—everyone becomes an expert on politics, medicine, and economics while their actual skills atrophy. Even in families: the parent who's great at budgeting suddenly thinks they're a relationship counselor for their adult children. When you recognize expertise drift, navigate it strategically. In yourself: regularly return to your core competencies. Ask, 'What am I actually good at?' and protect time for those skills. When others drift, redirect gently: 'You're amazing with patients—what do you think about this medical situation?' Don't argue with their off-topic opinions; channel their energy back to their strengths. In meetings, identify who actually knows what, and give weight accordingly. Most importantly, admit your own knowledge limits. 'I don't know' becomes a superpower when everyone else is pretending expertise they don't have. When you can name the pattern, predict where it leads, and navigate it successfully—that's amplified intelligence.

The tendency for competence in one area to create false confidence in unrelated areas, leading people to neglect their actual strengths while offering uninformed opinions elsewhere.

Why This Matters

Connect literature to life

Skill: Recognizing Expertise Drift

This chapter teaches how to identify when you or others are abandoning actual competencies to play expert in unfamiliar territory.

Practice This Today

This week, notice when you're tempted to give advice outside your wheelhouse, and instead redirect conversations toward what you actually know well.

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Now let's explore the literary elements.

Key Quotes & Analysis

"Let the sailor content himself with talking of the winds; the cowherd of his oxen; the soldier of his wounds; the shepherd of his flocks."

— Narrator

Context: Montaigne opens by explaining his travel philosophy of learning from people about their actual expertise

This quote establishes the central theme - people are most valuable when they share what they actually know well. It suggests we'd all learn more if we sought out genuine expertise instead of general opinions.

In Today's Words:

Talk to people about what they actually know - ask the nurse about healthcare, the teacher about kids, the mechanic about cars.

"Every one will rather choose to be prating of another man's province than his own, thinking it so much new reputation acquired."

— Narrator

Context: Montaigne explains why people avoid talking about their actual expertise

This reveals the psychological reason behind intellectual wandering - people think they'll gain more respect by showing off knowledge in new areas rather than deepening what they already know well. It's about ego, not genuine learning.

In Today's Words:

People would rather show off about stuff they don't really know because they think it makes them look smarter than just being good at their actual job.

"His exploits sufficiently prove him a great captain, and that he knew well enough; but he would be thought an excellent engineer to boot."

— Narrator

Context: Describing how Caesar wanted recognition for engineering skills beyond his military genius

This shows how even successful people can be insecure about their achievements. Caesar had proven military excellence but still needed validation in other areas, which actually diminished his focus on his real strengths.

In Today's Words:

He was already a proven leader, but he still needed everyone to think he was also a great builder and inventor.

Thematic Threads

Competence

In This Chapter

Montaigne shows how true competence requires staying within your knowledge boundaries and being honest about limitations

Development

Introduced here

In Your Life:

You might catch yourself giving confident advice about things you've never actually done while avoiding tasks you're genuinely skilled at.

Authority

In This Chapter

The ambassadors' decision to edit their report reveals how people assume authority beyond their actual role

Development

Introduced here

In Your Life:

You might notice coworkers or family members making decisions that aren't really theirs to make.

Social Performance

In This Chapter

People perform knowledge they don't have rather than admit ignorance, seeking status through false expertise

Development

Introduced here

In Your Life:

You might find yourself nodding along in conversations about topics you don't understand rather than asking questions.

Judgment

In This Chapter

Montaigne explores when to follow orders exactly versus when to exercise independent judgment

Development

Introduced here

In Your Life:

You might struggle with knowing when to speak up at work versus when to just do what you're told.

Self-Knowledge

In This Chapter

The chapter advocates for honest assessment of what we actually know versus what we think we know

Development

Introduced here

In Your Life:

You might realize you've been avoiding activities where you have real skill while pursuing areas where you're actually mediocre.

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You now have the context. Time to form your own thoughts.

Discussion Questions

  1. 1

    Why does Montaigne think the ambassadors made a mistake by editing their report to the King?

    analysis • surface
  2. 2

    What causes people to feel more confident talking about things they don't know well than things they do know well?

    analysis • medium
  3. 3

    Think about your workplace or family - where do you see people giving advice outside their area of expertise while neglecting what they're actually good at?

    application • medium
  4. 4

    When someone you respect starts giving you advice about something they don't really understand, how would you redirect the conversation without insulting them?

    application • deep
  5. 5

    What does this pattern reveal about why it's hard for humans to admit the limits of their knowledge?

    reflection • deep

Critical Thinking Exercise

10 minutes

Map Your Expertise Drift

Draw three columns: 'What I'm Actually Good At', 'What I Give Advice About', and 'What I Should Stop Commenting On'. Fill each column honestly, then look for patterns. Where are you drifting from your real strengths? Where are others asking for your opinion outside your wheelhouse?

Consider:

  • •Notice if your 'advice' column is longer than your 'good at' column
  • •Consider whether you're protecting time for developing your actual strengths
  • •Think about which conversations drain your energy versus energize you

Journaling Prompt

Write about a time when you gave confident advice about something you didn't really understand. What drove that impulse? How might you handle a similar situation differently now?

Coming Up Next...

Chapter 17: How Fear Controls Our Minds

After examining how people overstep their expertise, Montaigne turns to one of our most primal emotions: fear. He'll explore how terror can both paralyze and unexpectedly liberate us, revealing the strange ways our minds work under pressure.

Continue to Chapter 17
Previous
When Fear Meets Justice
Contents
Next
How Fear Controls Our Minds

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