Workers and organizations routinely choose between complex tasks that differ in their success-payment tradeoff. We study how cognitive ability and overconfidence shape this choice of task complexity, both theoretically and experimentally. Consistent with our model, we find that more cognitively able individuals choose more complex tasks. Conditional on cognitive ability, we find that more overconfident individuals also choose more complex tasks. In about 75% of the decisions, subjects pick their payoff-maximizing task, and higher cognitive ability is weakly associated with more efficient choices of task complexity. But errors are strikingly one-sided: those who fail to choose optimally pick tasks that are too complex. Our findings suggest that organizations should pair task menus and incentives for choosing more complex tasks with information and feedback that help workers assess their ability and probability of success. This preserves the benefits of self-selection while reducing costly overreach.

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