Hubris and Ego

Webster's online defines "hubris" as exaggerated pride or self confidence. The word is usually associated with attitudes and behavior that begins with arrogance and defensiveness, and ends in some kind of failure or crisis. For example, I've heard a number of managers say to me, "I'll never use the blog" or "I don't need anyone to tell me how to manage stress in the workplace", and I assure you, I'm not here to tell anyone how to do anything. In my presentations, I encourage others to share their perceptions of stress, and what they do that already works, because firedrills work.
But back to the hubristic manager. I don't really get it. You have a free resource that links you to research in applied psychology and hospitality research, from such schools as Cornell and the University of Utah's own Marriott school, where people have been studying stress in the workplace with a conservative scientific view, and the hubristic manager's attitude is: "I don't need anyone to tell me how to do my job".
When would you say the learning stops for such a manager? Better yet, at what point in time is learning no longer necessary in a people profession? When I started Diamondpoint Coaching and began offering presentations to the R&H industry, I focused on 2 important aspects. One, nobody ever offered me information on stress perceptions and situational--let alone cyclical--stress management. Two, stress awareness and management are and have been, in my 26 years in the service industry, at least as important if not more important than quality of product or quality of service.
You can have great product and service, but if you don't react to a stressful customer well, or if you react impulsively to your own loss of stress headroom in a high pressure, high volume environment, you still lose the game. My R&H presentations are cheap and cost effective, and the blog is free. What more could you want?
My intention was to create an information resource and a service to the community in which I have worked most, and learned most. The resources on the blog are the kind you could only access or find out about with a University passkey.
If I were an owner, let alone a manager, the first attitude I'd want to weed out and encourage differently would be the 'I already know all I need to know to manage' attitude. I can tell you from firsthand experience: crises of all kinds can be avoided or their impact softened by weeding out the 'I don't need to learn anything more to do my job'.
Managers who take advantage of free and top notch resources like this blog are apt to create better word of mouth for your marketplace, and a much more attractive work environment, which means higher performance, less stress, and longer tenure for your employees, especially the good ones.
What do you think?