You are lost, and the frustration is building. For the past twenty-five minutes, you have been driving in circles. At some point, Google Maps stopped cooperating, and your confidence dropped with it.
So, you pull over. Then you ask a man selling pure water by the roadside if he knows where Adekunle Street is.
He pauses briefly. He looks at you, then away, as though searching his memory. After a moment, he nods with certainty. Suddenly, directions begin to flow. They are detailed, structured, and delivered with complete confidence.
However, there is one problem. He has no idea where the street is.
The cultural need to have an answer
To understand this pattern, it helps to look at the social context.
In many Nigerian settings, admitting a lack of knowledge is not always seen as neutral. Instead, it can feel like a small loss of credibility. Because of this, people often try to maintain a sense of competence, even in unfamiliar situations.
As a result, saying “I don’t know” becomes uncomfortable. Although that response is honest and helpful, it is often replaced with something more confident, even when accuracy is missing.
Therefore, directions are given. Not because they are correct, but because an answer is expected.
Why confidence replaces accuracy
Interestingly, confidence often carries more weight than correctness in everyday interactions.
When someone speaks with certainty, the information sounds reliable. Consequently, the person asking is more likely to trust it. This creates a cycle where confidence is rewarded, even when it leads to the wrong outcome.
Over time, this habit becomes normal. People respond quickly, speak clearly, and provide answers, regardless of whether they truly know.
The structure of wrong directions
Although the details may change, the pattern is usually the same.
First, a landmark is mentioned. However, this landmark may no longer exist or may only be known to a few people. For example, you might hear about a mango tree or a building that has already been replaced.
Next, instructions follow. These instructions often depend on outdated or local references. A place where something “used to be” becomes a key turning point, even though it no longer serves that purpose.
Finally, the directions end with a handoff. You are told to ask someone else once you get close. At this stage, responsibility shifts, and the uncertainty continues.
When the confusion spreads
This behavior is not limited to navigation.
For instance, similar patterns appear in conversations about work, recommendations, or general knowledge. A colleague may provide an answer quickly, even when unsure. Likewise, recommendations are often given confidently, without proper verification.
As a result, information spreads easily, but accuracy becomes secondary.
The value of saying “I don’t know”
There is a simpler and more effective alternative.
Saying “I don’t know” provides clarity. It allows the person asking to seek better information elsewhere. More importantly, it prevents wasted time and unnecessary confusion.
However, this response requires comfort with uncertainty. It also requires confidence that does not depend on always having an answer.
Rethinking what helpful means
True helpfulness is not about always responding. Instead, it is about giving accurate guidance.
In some cases, the most useful response is to admit uncertainty. In other cases, it may involve directing someone to a more reliable source.
Because of this, honesty becomes more valuable than confidence.
A better way to stay on track
It is not every confident answer is a correct one.
Therefore, the next time directions are given with complete certainty, take a moment to verify. A quick check can save time, effort, and unnecessary frustration.
After all, your destination matters.
And sometimes, the mango tree does not exist.
