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|Author||: Philip E. Tetlock,Dan Gardner|
NEW YORK TIMES BESTSELLER • NAMED ONE OF THE BEST BOOKS OF THE YEAR BY THE ECONOMIST “The most important book on decision making since Daniel Kahneman's Thinking, Fast and Slow.”—Jason Zweig, The Wall Street Journal Everyone would benefit from seeing further into the future, whether buying stocks, crafting policy, launching a new product, or simply planning the week’s meals. Unfortunately, people tend to be terrible forecasters. As Wharton professor Philip Tetlock showed in a landmark 2005 study, even experts’ predictions are only slightly better than chance. However, an important and underreported conclusion of that study was that some experts do have real foresight, and Tetlock has spent the past decade trying to figure out why. What makes some people so good? And can this talent be taught? In Superforecasting, Tetlock and coauthor Dan Gardner offer a masterwork on prediction, drawing on decades of research and the results of a massive, government-funded forecasting tournament. The Good Judgment Project involves tens of thousands of ordinary people—including a Brooklyn filmmaker, a retired pipe installer, and a former ballroom dancer—who set out to forecast global events. Some of the volunteers have turned out to be astonishingly good. They’ve beaten other benchmarks, competitors, and prediction markets. They’ve even beaten the collective judgment of intelligence analysts with access to classified information. They are "superforecasters." In this groundbreaking and accessible book, Tetlock and Gardner show us how we can learn from this elite group. Weaving together stories of forecasting successes (the raid on Osama bin Laden’s compound) and failures (the Bay of Pigs) and interviews with a range of high-level decision makers, from David Petraeus to Robert Rubin, they show that good forecasting doesn’t require powerful computers or arcane methods. It involves gathering evidence from a variety of sources, thinking probabilistically, working in teams, keeping score, and being willing to admit error and change course. Superforecasting offers the first demonstrably effective way to improve our ability to predict the future—whether in business, finance, politics, international affairs, or daily life—and is destined to become a modern classic.
|Author||: Philip E. Tetlock,Dan Gardner|
From one of the world's most highly regarded social scientists comes a seminal book on forecasting that shows, for the first time, how we can all get better at making predictions. In Superforecasting, Tetlock and coauthor Dan Gardner offer a masterwork on prediction, drawing on decades of research and the results of a massive, government-funded forecasting tournament. The Good Judgment Project involves tens of thousands of ordinary people--including a Brooklyn filmmaker, a retired pipe installer, and a former ballroom dancer--who set out to forecast global events. Some of the volunteers have turned out to be astonishingly good. They've beaten other benchmarks, competitors, and prediction markets. They've even beaten the collective judgment of intelligence analysts with access to classified information. They are "superforecasters." The authors show us how we can learn from this elite group. Weaving together stories of forecasting successes (the raid on Osama bin Laden's compound) and failures (the Bay of Pigs) and interviews with a range of high-level decision makers, from David Petraeus to Robert Rubin, they show that good forecasting doesn't require powerful computers or arcane methods. It involves gathering evidence from a variety of sources, learning to think probabilistically, working in teams, keeping score, and being willing to admit error and change course. Superforecasting offers the first demonstrably effective way to improve our ability to predict the future--whether in business, finance, politics, international affairs, or daily life--and is destined to become a modern classic.
|Author||: Philip Tetlock,Dan Gardner|
|Editor||: Random House|
The international bestseller 'A manual for thinking clearly in an uncertain world. Read it.' Daniel Kahneman, author of Thinking, Fast and Slow _________________________ What if we could improve our ability to predict the future? Everything we do involves forecasts about how the future will unfold. Whether buying a new house or changing job, designing a new product or getting married, our decisions are governed by implicit predictions of how things are likely to turn out. The problem is, we're not very good at it. In a landmark, twenty-year study, Wharton professor Philip Tetlock showed that the average expert was only slightly better at predicting the future than a layperson using random guesswork. Tetlock's latest project – an unprecedented, government-funded forecasting tournament involving over a million individual predictions – has since shown that there are, however, some people with real, demonstrable foresight. These are ordinary people, from former ballroom dancers to retired computer programmers, who have an extraordinary ability to predict the future with a degree of accuracy 60% greater than average. They are superforecasters. In Superforecasting, Tetlock and his co-author Dan Gardner offer a fascinating insight into what we can learn from this elite group. They show the methods used by these superforecasters which enable them to outperform even professional intelligence analysts with access to classified data. And they offer practical advice on how we can all use these methods for our own benefit – whether in business, in international affairs, or in everyday life. _________________________ 'The techniques and habits of mind set out in this book are a gift to anyone who has to think about what the future might bring. In other words, to everyone.' Economist 'A terrific piece of work that deserves to be widely read . . . Highly recommended.' Independent 'The best thing I have read on predictions . . . Superforecasting is an indispensable guide to this indispensable activity.' The Times
|Author||: Philip Tetlock,Dan Gardner|
|Editor||: Crown Publishing Group (NY)|
From one of the world's most highly regarded social scientists, a transformative book on the habits of mind that lead to the best predictions Everyone would benefit from seeing further into the future, whether buying stocks, crafting policy, launching a new product, or simply planning the week's meals. Unfortunately, people tend to be terrible forecasters. As Wharton professor Philip Tetlock showed in a landmark 2005 study, even experts' predictions are only slightly better than chance. However, an important and underreported conclusion of that study was that some experts do have real foresight, and Tetlock has spent the past decade trying to figure out why. What makes some people so good? And can this talent be taught? In Superforecasting, Tetlock and coauthor Dan Gardner offer a masterwork on prediction, drawing on decades of research and the results of a massive, government-funded forecasting tournament. The Good Judgment Project involves tens of thousands of ordinary people--including a Brooklyn filmmaker, a retired pipe installer, and a former ballroom dancer--who set out to forecast global events. Some of the volunteers have turned out to be astonishingly good. They've beaten other benchmarks, competitors, and prediction markets. They've even beaten the collective judgment of intelligence analysts with access to classified information. They are "superforecasters." In this groundbreaking and accessible book, Tetlock and Gardner show us how we can learn from this elite group. Weaving together stories of forecasting successes (the raid on Osama bin Laden's compound) and failures (the Bay of Pigs) and interviews with a range of high-level decision makers, from David Petraeus to Robert Rubin, they show that good forecasting doesn't require powerful computers or arcane methods. It involves gathering evidence from a variety of sources, thinking probabilistically, working in teams, keeping score, and being willing to admit error and change course. Superforecasting offers the first demonstrably effective way to improve our ability to predict the future--whether in business, finance, politics, international affairs, or daily life--and is destined to become a modern classic.
|Author||: Dan Gardner|
|Editor||: McClelland & Stewart|
In 2008, as the price of oil surged above $140 a barrel, experts said it would soon hit $200; a few months later it plunged to $30. In 1967, they said the USSR would have one of the fastest-growing economies in the year 2000; in 2000, the USSR did not exist. In 1911, it was pronounced that there would be no more wars in Europe; we all know how that turned out. Face it, experts are about as accurate as dart-throwing monkeys. And yet every day we ask them to predict the future — everything from the weather to the likelihood of a catastrophic terrorist attack. Future Babble is the first book to examine this phenomenon, showing why our brains yearn for certainty about the future, why we are attracted to those who predict it confidently, and why it’s so easy for us to ignore the trail of outrageously wrong forecasts. In this fast-paced, example-packed, sometimes darkly hilarious book, journalist Dan Gardner shows how seminal research by UC Berkeley professor Philip Tetlock proved that pundits who are more famous are less accurate — and the average expert is no more accurate than a flipped coin. Gardner also draws on current research in cognitive psychology, political science, and behavioral economics to discover something quite reassuring: The future is always uncertain, but the end is not always near.
|Author||: Philip E. Tetlock|
|Editor||: Princeton University Press|
Since its original publication, Expert Political Judgment by New York Times bestselling author Philip Tetlock has established itself as a contemporary classic in the literature on evaluating expert opinion. Tetlock first discusses arguments about whether the world is too complex for people to find the tools to understand political phenomena, let alone predict the future. He evaluates predictions from experts in different fields, comparing them to predictions by well-informed laity or those based on simple extrapolation from current trends. He goes on to analyze which styles of thinking are more successful in forecasting. Classifying thinking styles using Isaiah Berlin's prototypes of the fox and the hedgehog, Tetlock contends that the fox--the thinker who knows many little things, draws from an eclectic array of traditions, and is better able to improvise in response to changing events--is more successful in predicting the future than the hedgehog, who knows one big thing, toils devotedly within one tradition, and imposes formulaic solutions on ill-defined problems. He notes a perversely inverse relationship between the best scientific indicators of good judgement and the qualities that the media most prizes in pundits--the single-minded determination required to prevail in ideological combat. Clearly written and impeccably researched, the book fills a huge void in the literature on evaluating expert opinion. It will appeal across many academic disciplines as well as to corporations seeking to develop standards for judging expert decision-making. Now with a new preface in which Tetlock discusses the latest research in the field, the book explores what constitutes good judgment in predicting future events and looks at why experts are often wrong in their forecasts.
|Author||: Patrick Dixon|
|Editor||: Profile Books|
From the man the Wall Street Journal describes as a 'global change guru', more than one hundred of the trends that touch every aspect of our lives. This new and updated edition looks even farther into the future, predicting trends past the first decades of the 22nd century. Patrick Dixon looks at how the future will be Fast, Urban, Tribal, Universal, Radical and Ethical - a future of boom and bust and great economic change as the emerging markets grow up; a future of great advances in medicine and also greater threats from viral epidemics; a future of political shocks and greater conflicts; a future in which people will strive for more privacy and businesses will change the way they relate to their staff and their customers; a future in which there will be driverless cars and solar power generated in the desert will power cities thousands of miles away. In this updated edition, Dixon shows how recent developments confirm his predictive scheme: Artificial intelligence and robotics - profound power and influence over our future world Beyond Brexit - the longer term future of the EU and UK The long-term impact of the MeToo movement The future of Truth - Fake News, propaganda and impact on democracy Presidential leadership - rise of powerful figureheads across the world, and potential future conflicts And in an entirely new chapter, Dixon extends his predictive horizon to see how the future will look one hundred years from now.
|Author||: Dan Gardner|
|Editor||: McClelland & Stewart|
In the tradition of Malcolm Gladwell, Gardner explores a new way of thinking about the decisions we make. We are the safest and healthiest human beings who ever lived, and yet irrational fear is growing, with deadly consequences — such as the 1,595 Americans killed when they made the mistake of switching from planes to cars after September 11. In part, this irrationality is caused by those — politicians, activists, and the media — who promote fear for their own gain. Culture also matters. But a more fundamental cause is human psychology. Working with risk science pioneer Paul Slovic, author Dan Gardner sets out to explain in a compulsively readable fashion just what that statement above means as to how we make decisions and run our lives. We learn that the brain has not one but two systems to analyze risk. One is primitive, unconscious, and intuitive. The other is conscious and rational. The two systems often agree, but occasionally they come to very different conclusions. When that happens, we can find ourselves worrying about what the statistics tell us is a trivial threat — terrorism, child abduction, cancer caused by chemical pollution — or shrugging off serious risks like obesity and smoking. Gladwell told us about “the black box” of our brains; Gardner takes us inside, helping us to understand how to deconstruct the information we’re bombarded with and respond more logically and adaptively to our world. Risk is cutting-edge reading.
Superforecasting by Philip E. Tetlock and Dan Gardner | Key Takeaways, Analysis & Review Preview: Superforecasting: The Art and Science of Prediction is a nonfiction book about the accuracy of forecasting. It recounts the efforts of Philip E. Tetlock, a professor of psychology and marketing at the Wharton School of Business of the University of Pennsylvania, to create accurate measurements of the accuracy of forecasting, and to study the people and conditions that create the most accurate forecasts… PLEASE NOTE: This is key takeaways and analysis of the book and NOT the original book. Inside this Instaread of Superforecasting:Overview of the bookImportant PeopleKey TakeawaysAnalysis of Key Takeaways
|Author||: Dan Gardner|
"Genuinely arresting . . . required reading for journalists, politicians, academics, and anyone who listens to them." -Steven Pinker, author of How the Mind Works We are awash in predictions. In newspapers, blogs, and books; on radio and television. Every day experts tell us how the economy will perform next year, if housing sales will grow or shrink, and who will win the next election. Predictions are offered about the climate, food, technology, and the world our grandchildren will inhabit. And we can't get enough of it. Drawing on research in cognitive psychology, political science, and behavioral economics, award-winning journalist Dan Gardner explores our obsession with the future. He shows how famous pundits, "hedgehogs" who stick to one big idea no matter how circumstances change, become expert at explaining away predictions that are wrong while "foxes," who are more equivocal in their judgments, are simply more accurate.
|Author||: Philip E. Tetlock,Aaron Belkin|
|Editor||: Princeton University Press|
Political scientists often ask themselves what might have been if history had unfolded differently: if Stalin had been ousted as General Party Secretary or if the United States had not dropped the bomb on Japan. Although scholars sometimes scoff at applying hypothetical reasoning to world politics, the contributors to this volume--including James Fearon, Richard Lebow, Margaret Levi, Bruce Russett, and Barry Weingast--find such counterfactual conjectures not only useful, but necessary for drawing causal inferences from historical data. Given the importance of counterfactuals, it is perhaps surprising that we lack standards for evaluating them. To fill this gap, Philip Tetlock and Aaron Belkin propose a set of criteria for distinguishing plausible from implausible counterfactual conjectures across a wide range of applications. The contributors to this volume make use of these and other criteria to evaluate counterfactuals that emerge in diverse methodological contexts including comparative case studies, game theory, and statistical analysis. Taken together, these essays go a long way toward establishing a more nuanced and rigorous framework for assessing counterfactual arguments about world politics in particular and about the social sciences more broadly.
|Author||: Michael J. Mauboussin|
|Editor||: Harvard Business Press|
Examines the importance of skill and luck, describes how to develop analytical tools to understand them, and offers suggestions on putting these findings to work to achieve success.
HBR s 10 Must Reads on Managing Risk with bonus article Managing 21st Century Political Risk by Condoleezza Rice and Amy Zegart
|Author||: Harvard Business Review,Robert S. Kaplan,Condoleezza Rice,Philip E. Tetlock,Paul J. H. Schoemaker|
|Editor||: Harvard Business Press|
Is your business playing it safe—or taking the right risks? If you read nothing else on managing risk, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help your company make smart decisions and thrive, even when the future is unclear. This book will inspire you to: Avoid the most common errors in risk management Understand the three distinct categories of risk and tailor your risk-management processes accordingly Embrace uncertainty as a key element of breakthrough innovation Adopt best practices for mitigating political threats Upgrade your organization's forecasting capabilities to gain a competitive edge Detect and neutralize cyberattacks originating inside your company This collection of articles includes "Managing Risks: A New Framework," by Robert S. Kaplan and Anette Mikes; "How to Build Risk into Your Business Model," by Karan Girotra and Serguei Netessine; "The Six Mistakes Executives Make in Risk Management," by Nassim N. Taleb, Daniel G. Goldstein, and Mark W. Spitznagel; "From Superstorms to Factory Fires: Managing Unpredictable Supply-Chain Disruptions," by David Simchi-Levi, William Schmidt, and Yehua Wei; "Is It Real? Can We Win? Is It Worth Doing?: Managing Risk and Reward in an Innovation Portfolio," by George S. Day; “Superforecasting: How to Upgrade Your Company's Judgment," by Paul J. H. Schoemaker and Philip E. Tetlock; "Managing 21st-Century Political Risk," by Condoleezza Rice and Amy Zegart; "How to Scandal-Proof Your Company," by Paul Healy and George Serafeim; "Beating the Odds When You Launch a New Venture," by Clark Gilbert and Matthew Eyring; "The Danger from Within," by David M. Upton and Sadie Creese; and "Future-Proof Your Climate Strategy," by Joseph E. Aldy and Gianfranco Gianfrate.
|Author||: Nate Silver|
UPDATED FOR 2020 WITH A NEW PREFACE BY NATE SILVER "One of the more momentous books of the decade."—The New York Times Book Review Nate Silver built an innovative system for predicting baseball performance, predicted the 2008 election within a hair’s breadth, and became a national sensation as a blogger—all by the time he was thirty. He solidified his standing as the nation's foremost political forecaster with his near perfect prediction of the 2012 election. Silver is the founder and editor in chief of the website FiveThirtyEight. Drawing on his own groundbreaking work, Silver examines the world of prediction, investigating how we can distinguish a true signal from a universe of noisy data. Most predictions fail, often at great cost to society, because most of us have a poor understanding of probability and uncertainty. Both experts and laypeople mistake more confident predictions for more accurate ones. But overconfidence is often the reason for failure. If our appreciation of uncertainty improves, our predictions can get better too. This is the “prediction paradox”: The more humility we have about our ability to make predictions, the more successful we can be in planning for the future. In keeping with his own aim to seek truth from data, Silver visits the most successful forecasters in a range of areas, from hurricanes to baseball to global pandemics, from the poker table to the stock market, from Capitol Hill to the NBA. He explains and evaluates how these forecasters think and what bonds they share. What lies behind their success? Are they good—or just lucky? What patterns have they unraveled? And are their forecasts really right? He explores unanticipated commonalities and exposes unexpected juxtapositions. And sometimes, it is not so much how good a prediction is in an absolute sense that matters but how good it is relative to the competition. In other cases, prediction is still a very rudimentary—and dangerous—science. Silver observes that the most accurate forecasters tend to have a superior command of probability, and they tend to be both humble and hardworking. They distinguish the predictable from the unpredictable, and they notice a thousand little details that lead them closer to the truth. Because of their appreciation of probability, they can distinguish the signal from the noise. With everything from the health of the global economy to our ability to fight terrorism dependent on the quality of our predictions, Nate Silver’s insights are an essential read.
|Author||: Jordan Ellenberg|
The columnist for Slate's popular "Do the Math" celebrates the logical, illuminating nature of math in today's world, sharing in accessible language mathematical approaches that demystify complex and everyday problems.
|Author||: Annie Duke|
Wall Street Journal bestseller! Poker champion turned business consultant Annie Duke teaches you how to get comfortable with uncertainty and make better decisions as a result. In Super Bowl XLIX, Seahawks coach Pete Carroll made one of the most controversial calls in football history: With 26 seconds remaining, and trailing by four at the Patriots' one-yard line, he called for a pass instead of a hand off to his star running back. The pass was intercepted and the Seahawks lost. Critics called it the dumbest play in history. But was the call really that bad? Or did Carroll actually make a great move that was ruined by bad luck? Even the best decision doesn't yield the best outcome every time. There's always an element of luck that you can't control, and there is always information that is hidden from view. So the key to long-term success (and avoiding worrying yourself to death) is to think in bets: How sure am I? What are the possible ways things could turn out? What decision has the highest odds of success? Did I land in the unlucky 10% on the strategy that works 90% of the time? Or is my success attributable to dumb luck rather than great decision making? Annie Duke, a former World Series of Poker champion turned business consultant, draws on examples from business, sports, politics, and (of course) poker to share tools anyone can use to embrace uncertainty and make better decisions. For most people, it's difficult to say "I'm not sure" in a world that values and, even, rewards the appearance of certainty. But professional poker players are comfortable with the fact that great decisions don't always lead to great outcomes and bad decisions don't always lead to bad outcomes. By shifting your thinking from a need for certainty to a goal of accurately assessing what you know and what you don't, you'll be less vulnerable to reactive emotions, knee-jerk biases, and destructive habits in your decision making. You'll become more confident, calm, compassionate and successful in the long run.
|Author||: Aaron Brown|
|Editor||: John Wiley & Sons|
Wall Street is where poker and modern finance?and the theory behind these "games"?clash head on. In both worlds, real risk means real money is made or lost in a heart beat, and neither camp is always rational with the risk it takes. As a result, business and financial professionals who want to use poker insights to improve their job performance will find this entertaining book a "must read." So will poker players searching for an edge in applying the insights of risk-takers on Wall Street.
|Author||: Shortcut Edition|
|Editor||: Shortcut Edition|
* Our summary is short, simple and pragmatic. It allows you to have the essential ideas of a big book in less than 30 minutes. By reading this summary, you will discover the art of making reliable and rigorous forecasts. You will also discover that : many experts give forecasts that are too vague and difficult to verify; the field of forecasting is sorely lacking in rigorous evaluations; the best forecasters rely on method and not on innate abilities; any forecast must be supported by a numerical probability, an assumption with clearly defined terms; a good forecaster is rigorous, intellectually humble and able to consider a multitude of perspectives. In the media as well as in government, forecasting plays a central role. They have an impact on all the strategies of leaders. A battery of influential experts is therefore constantly in demand. But how reliable are their diagnoses? Very competent people often make vague or even erroneous estimates. "On the other hand, some less well-known forecasters reveal surprising results. Here is their secret: they don't have any particular gift, but they do have a method. *Buy now the summary of this book for the modest price of a cup of coffee!
|Author||: Philip Eyrikson Tetlock,Geoffrey Parker|
|Editor||: University of Michigan Press|
What if the Persians had won at Salamis? What if Christ had not been crucified? What if the Chinese had harnessed steam power before the West? Disparaged by some as a mere parlor game, counterfactual history is seen by others as an indispensable historical tool. Taking as their point of inquiry the debate over the inevitability of the rise of the West, the eminent scholars in Unmaking the West argue that there is no escaping counterfactual history. Whenever we make claims of cause and effect, we commit ourselves to the assumption that if key links in the causal chain were broken, history would have unfolded otherwise. Likewise, without counterfactual history we all too easily slip into the habit of hindsight bias, forgetting, as soon as we learn what happened, how unpredictable the world looked beforehand, and closing our minds to all the ways the course might have changed. This collection is thus both an exploration of alternative scenarios to world history and an exercise in testing the strengths and weaknesses of counterfactual experiments. "If ever there was an argument for the usefulness of counterfactual history, this admirable, and admirably focused, collection has convincingly made it." —Robert Cowley, editor of the What If?TM series "With chapters ranging from politics to war to religion to economics and to science and technology, this is the most thematically wide-ranging collection on counterfactuality. An intelligent, cutting-edge study with important things to say." —Jonathan C. D. Clark, Department of History, University of Kansas "This volume is likely to become a standard reference in the literature on historical methodology, and could have a dramatic impact on the way future generations of historians approach disciplinary inquiry. . . . By allowing readers to share in the doubts and epiphanies that lead up to the authors' epistemological revelations, the volume allows readers to grasp the rich potential of approaching their own research from a counterfactual perspective." —Aaron Belkin, Associate Professor of Political Science, University of California, Santa Barbara Philip E. Tetlock is Mitchell Professor, Haas School of Business, University of California, Berkeley, and author of Expert Political Judgment: How Good Is It? How Can We Know? Richard Ned Lebow is James O. Freedman Presidential Professor of Government at Dartmouth College and author of The Tragic Vision of Politics: Ethics, Interests and Orders, winner of the Alexander L. George Award for the best book in political psychology.Geoffrey Parker is Andreas Dorpalen Professor of History at Ohio State University, a Fellow of the British Academy, and author of The Military Revolution: Military Innovation and the Rise of the West, 1500-1800, winner of two book prizes.
|Author||: Annie Duke|
Through a blend of compelling exercises, illustrations, and stories, the bestselling author of Thinking in Bets will train you to combat your own biases, address your weaknesses, and help you become a better and more confident decision-maker. What do you do when you're faced with a big decision? If you're like most people, you probably make a pro and con list, spend a lot of time obsessing about decisions that didn't work out, get caught in analysis paralysis, endlessly seek other people's opinions to find just that little bit of extra information that might make you sure, and finally go with your gut. What if there was a better way to make quality decisions so you can think clearly, feel more confident, second-guess yourself less, and ultimately be more decisive and be more productive? Making good decisions doesn't have to be a series of endless guesswork. Rather, it's a teachable skill that anyone can sharpen. In How to Decide, bestselling author Annie Duke and former professional poker player lays out a series of tools anyone can use to make better decisions. You'll learn: • To identify and dismantle hidden biases. • To extract the highest quality feedback from those whose advice you seek. • To more accurately identify the influence of luck in the outcome of your decisions. • When to decide fast, when to decide slow, and when to decide in advance. • To make decisions that more effectively help you to realize your goals and live your values. Through interactive exercises and engaging thought experiments, this book helps you analyze key decisions you've made in the past and troubleshoot those you're making in the future. Whether you're picking investments, evaluating a job offer, or trying to figure out your romantic life, How to Decide is the key to happier outcomes and fewer regrets.