ISBN:
0804136718
Title: Superforecasting Pdf The Art and Science of Prediction
A New York Times Editors' ChoiceA Washington Post BestsellerA Hudson Booksellers Best Business Interest Book of 2015Longlisted for the Financial Times and McKinsey Business Book of the Year AwardWinner of the Axiom Business Book Award in Business Theory (Gold Medal)“A top choice [for best book of 2015] among the world’s biggest names in finance and economics... Eurasia Group founder Ian Bremmer, Deutsche Bank Chief U.S. Economist Joe LaVorgna, and Citigroup Vice Chairman Peter Orszag were among those giving it a thumbs-up.”—Bloomberg Business“The material in Superforecasting is new, and includes a compendium of best practices for prediction… The accuracy that ordinary people regularly attained through their meticulous application did amaze me… [It offers] us all an opportunity to understand and react more intelligently to the confusing world around us.”—New York Times Book Review"Tetlock's thesis is that politics and human affairs are not inscrutable mysteries. Instead, they are a bit like weather forecasting, where short-term predictions are possible and reasonably accurate... 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."—The Economist"Tetlock’s work is fascinating and important, and he and Gardner have written it up here with verve."—The Financial Times“Superforecasting is the most important scientific study I’ve ever read on prediction.” —Cass R. Sunstein, The Bloomberg View"Just as modern medicine began when a farsighted few began to collect data and keep track of outcomes, to trust objective 'scoring' over their own intuitions, it's time now for similar demands to be made of the experts who lead public opinion. It's time for evidence-based forecasting."—The Washington Post"Superforecasting, by Philip Tetlock and Dan Gardner, is one of the most interesting business and finance books published in 2015.” —John Kay, The Financial Times"One of Tetlock's key points is that these aren't innate skills: they can be both taught and learned... Tetlock's 'Ten Commandments For Aspiring Superforecasters' should probably have a place of honor in most business meeting rooms."—Forbes"The key to becoming a better forecaster, if not a super one, according to Tetlock is the same as any other endeavor: practice, practice, practice."—The Street"In this captivating book, Tetlock argues that success is all about the approach: foresight is not a gift but rather a product of a particular way of thinking... In each chapter, the author augments his research with compelling interviews, anecdotes, and historical context, using accessible real-world examples to frame what could otherwise be dense subject matter. His writing is so engaging and his argument so tantalizing, readers will quickly be drawn into the challenge - in the appendix, the author provides a concise training manual to do just that. A must-read field guide for the intellectually curious."—Kirkus Reviews, starred"Tetlock and Gardner believe anyone can improve their forecasting ability by learning from the way they work. If that's true, people in business and finance who make an effort to do so have a lot to gain — and those who don't, much to lose."—The Financial Post"Superforecasting is a very good book. In fact it is essential reading — which I have never said in any of my previous MT reviews... It should be on every manager's and investor's reading list around the topics du jour of decision-making, prediction and behavioural economics."—Management Today"I've been hard on social science, even suggesting that 'social science' is an oxymoron. I noted, however, that social science has enormous potential, especially when it combines 'rigorous empiricism with a resistance to absolute answers.' The work of Philip Tetlock possesses these qualities."—Scientific American"One of the best books I've read this year... Superforecasting is a must read book."—Seeking Alpha"Keen to show that not all forecasting is a flop, Tetlock has conducted a new experiment that shows how you can make good forecasts, ones that routinely improve on predictions made by even the most well-informed expert. The book is full of excellent advice — it is the best thing I have read on predictions, which is a subject I am keen on... Gardner has turned the research into readable examples and a flowing text, without losing rigour... This book shows that you can be better at forecasting."—The Times of London"We now expect every medicine to be tested before it is used. We ought to expect that everybody who aspires to high office is trained to understand why they are so likely to make mistakes forecasting complex events... Politics is harder than physics but Tetlock has shown that it doesn't have to be like astrology."—The Spectator“Philip Tetlock is the world expert on a vital subject. Superforecasting is the wonderful story of how he and his research team got ordinary people to beat experts in a very serious game. It is also a manual for thinking clearly in an uncertain world. Read it.” —Daniel Kahneman, winner of the Nobel Prize and author of Thinking, Fast and Slow“Superforecasting is a rare book that will make you smarter and wiser. One of the giants of behavioral science reveals how to improve at predicting the future.”—Adam Grant, New York Times bestselling author of Originals “The best way to know if an idea is right is to see if it predicts the future. But which ideas, which methods, which people have a track record of non-obvious predictions vindicated by the course of events? The answers will surprise you, and they have radical implications for politics, policy, journalism, education, and even epistemology—how we can best gain knowledge about the world. The casual style of Superforecasting belies the profundity of its message.” —Steven Pinker, Johnstone Professor of Psychology, Harvard University, and author of The Better Angels of Our Nature“Philip Tetlock’s Superforecasting is a common-sense guide to thinking about decision-making and the future by a man who knows this terrain like no one else.”—Ian Bremmer, Bloomberg Business’ Best Books of 2015 “In this accessible and lively book, Tetlock and Gardner recognize the centrality of probabilistic thinking to sound forecasting. Whether you are a policymaker or anyone else who wants to approach decisions with great rigor, Superforecasting will serve as a highly useful guide.” —Robert E. Rubin, Former U.S. Treasury Secretary “How well can we predict the future, really? There is no better way to answer that question than to read this book. You will come away disillusioned about the ability of experts, but also enlightened about how the best forecasters do it—and maybe even hopeful about your own prospects.” —Tyler Cowen, Director of the George Mason University Mercatus Center and author of Average Is Over “For thousands of years, people have listened to those who foretold the future with confidence and little accountability. In this book, Tetlock and Gardner free us from our foolishness. Full of great stories and simple statistics, Superforecasting gives us a new way of thinking about the complexity of the world, the limitations of our minds, and why some people can consistently outpredict a dart-throwing chimp. Tetlock’s research has the potential to revolutionize foreign policy, economic policy, and your own day-to-day decisions.” —Jonathan Haidt, New York University Stern School of Business, and author of The Righteous Mind “[Superforecasting] shows that you can get information from a lot of different sources. Knowledge is all around us and it doesn’t have to come from the experts.”—Joe LaVorgna, Bloomberg Business’ Best Books of 2015 “Good judgment and good forecasting are rare, but they turn out to be made of teachable skills. By forcing forecasters to compete, Tetlock discovered what the skills are and how they work, and this book teaches the ability to any interested reader.” —Stewart Brand, President, The Long Now Foundation “Philip Tetlock is renowned for demonstrating that most experts are no better than ‘dart-throwing monkeys’ at predicting elections, wars, economic collapses and other events. In his brilliant new book, Tetlock offers a much more hopeful message, based once again on his own ground-breaking research. He shows that certain people can forecast events with accuracy much better than chance—and so, perhaps, can the rest of us, if we emulate the critical thinking of these ‘superforecasters.’ The self-empowerment genre doesn’t get any smarter and more sophisticated than this.” —John Horgan, Director, Center for Science Writings, Stevens Institute of Technology “Superforecasting is the rare book that is both scholarly and engaging. The lessons are scientific, compelling, and enormously practical. Anyone who is in the forecasting business—and that’s all of us—should drop what they are doing and read it.” —Michael J. Mauboussin, Head of Global Financial Strategies, Credit Suisse“[Superforecasting] highlights the techniques and attributes of superforecasters—that is, those whose predictions have been demonstrated to be remarkably accurate—in a manner that’s both rigorous and readable. The lessons are directly relevant to business, finance, government, and politics.”—Peter Orszag, Bloomberg Business’ Best Books of 2015 “There isn’t a social scientist in the world I admire more than Phil Tetlock.” —Tim Harford, author of The Undercover Economist “From the Oracle of Delphi to medieval astrologers to modern overconfident experts, forecasters have been either deluded or fraudulent. For the first time, Superforecasting reveals the secret of making honest, reliable, effective, useful judgments about the future.” —Aaron Brown, Chief Risk Officer of AQR Capital Management and author of The Poker Face of Wall Street “Socrates had the insight in ‘know thyself,’ Kahneman delivered the science in Thinking, Fast and Slow, and now Tetlock has something we can all apply in Superforecasting.” —Juan Luis Perez, Global Head of UBS Group Research Philip E. Tetlock is the Annenberg University Professor at the University of Pennsylvania and holds appointments in the psychology and political science departments and the Wharton School of Business. He and his wife, Barbara Mellers, are the co-leaders of the Good Judgment Project, a multi-year forecasting study. He is also the author of Expert Political Judgment and (with Aaron Belkin) Counterfactual Thought Experiments in World Politics. Dan Gardner is a journalist and the author of Risk and Future Babble: Why Pundits are Hedgehogs and Foxes Know Best.
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.
A new way to think This book does a brilliant job of pointing out something that has always bothered me. As long as you talk loudly and proclaim confidence, you will get ahead in this world. These people will be the influencers of the general public rather than basic scientific facts and statistics. If we only applied the same statistical thinking that gamblers use to judge a point spread to area of business and politics, we would get a lot better at knowing what to expect in the near future. Gone are the days of gut feel and intuition - let the numbers win out.Scientific approach to prediction I really enjoyed this book a few years ago, and I have come back to offer a review based on my notes at the time and how the insights have settled for me over time. I took away many key concepts for successfully forecasting uncertain events and also some areas I noted for further exploration. Many of the following notes are structured from the authors' insight into the demonstrated practices of repeatedly successful forecasters.The book mentions repeatedly the importance of measurement for assessment and revising forecasts and programs. Many people simply don't create any metrics of anything when they make unverifiable and chronologically ambiguous declarations.The book emphasizes the importance of receiving this feedback on predictions that measurement allows, as there is a studied gap between confidence and skill in judgment. We have a tendency to be uninterested in accumulating counterfactuals, but we must know when we fail to learn from it. If forecasts are either not made or not quantified and ambiguous, we can't receive clear feedback, so the thought process that led to the forecasts can't be improved upon. Feedback, however, allows for the psychological trap of hindsight bias. This is that when we know the outcome, that knowledge of the outcome skews our perception of what we thought at the time of the prediction and before we knew the outcome.The main qualities for successful forecasting are being open-minded, careful, and undertaking self-critical thinking with focus, which is not effortless. Commitment to self-improvement is the strongest predictor of long-term performance in measured forecasting. This can basically be considered as equivalent to the popular concept of grit. Studies show that individuals with fixed mindsets do not pay attention to new information that could improve their future predictions. Similarly, forecasts tend to improve when more probabilistic thinking is embraced rather than fatalistic thinking in regards to the perspective that certain events are inevitable.A few interesting findings that the authors expand upon in more detail in the book: experience is important to have the tacit knowledge essential to the practice of forecasting, and that grit, or perseverance, towards making great forecasts is three times as important as intelligence.Practices to undertake when forecasting are to create a breakdown of components to the question that you can distinguish and scrutinize your assumptions; develop backwards thinking as answering the questions of what you would need to know to answer the question, and then making appropriate numerical estimations for those questions; practice developing an outside view, which is starting with an anchored view from past experience of others, at first downplaying the problem's uniqueness; explore other potential views regarding the question; and express all aspects and perspectives into a single number that can be manipulated and updated.Psychological traps to be aware of discussed in the book include confirmation bias, which is a willingness to seek out information that confirms your hypothesis and not seek out information that may contradict it, which is the opposite of discovering counterfactuals; belief perseverance, also known as cognitive dissonance, in which individuals can be incapable of updating their belief in the face of new evidence by rationalization in order to not have their belief upset; scope insensitivity, which is not properly factoring in an important aspect of applicability of scope, such as timeframe, properly into the forecast; and thought type replacement, which is replacing a hard question in analysis with a similar question that's not equivalent but which is much easier to answer.Researched qualities to strive for as a forecaster: cautious, humble, nondeterministic, actively open-minded, reflective, numerate, pragmatic, analytical, probabilistic, belief updaters, intuitive psychologists, growth mindset.The authors then delve into a bit of another practical perspective on forecasting, which involves teams. Psychological traps for teams include the known phenomenon known as groupthink, which is that small cohesive groups tend to unconsciously develop shared illusions and norms that are often biased in favor of the group, which interfere with critical thinking regarding objective reality. There is also a tendency for members of the group to leave the hard work of critical thinking to others on the team instead of sharing this work optimally, which when combined with groupthink, leads the group towards tending to feel a sense of completion upon reaching a level of agreement. One idea to keep in mind for management of a group is that the group's collective thinking can be described as a product of the communication of the group itself and not the sum of the thinking of the individual members of a group.There are some common perceived problems with forecasting, which receive attention in the book: the wrong side of maybe fallacy, which is the thinking that a forecast was bad because the forecast was greater than 50% but the event didn't occur, which can lead to forecasters not willing to be vulnerable with their forecasts; publishing forecasts for all to see, where research shows that public posting of forecasts, with one's name associated with the forecast, creates more open-mindedness and increased performance; and the fallacy that because many factors are unquantifiable due their real complexity, the use of numbers in forecasting is therefore not useful.Some concepts that I took note of for further research from the book were: Bayesian-based application for belief updating, which is basically a mathematical way of comparing how powerful your past belief was relative to some specific new information, chaos theory, game theory, Monte Carlo methods, and systematic intake of news media. These are concepts that I was particularly interested in from the book based on my own interests and that I have continued to explore. This book was very valuable for cohesively bringing together the above concepts in the context of a compelling story, based on the DARPA research project which was compellingly won by the author's team as a product of the research that led to this groundbreaking book.I (Matt) have really enjoyed reading Super Forcasting I (Matt) have really enjoyed reading Super Forcasting: The Art and Science of Prediction by Phillip E. Tetlock and Dan Gardner. It's a fun book for taking a dive into forecasting .I enjoyed reading about how forecasters related to weather, politics, stocks, etc. are often considered professionals even though they may actually be amateurs. I also liked learning about how even though these people are often very bad or unreliable at forecasting, it is in many ways a skill that can be learned. While it definitely leans more towards pop-science than going academically deep into the presented topic, I feel like I learned some new information from this book.I do wish there was less fluff and I often found myself wishing for deeper analysis of the years of research the authors kept referencing.If you enjoy books like Moneyball or Freakonomics then I would recommend this book to you.**I received this book from Blogging for Books for free.**
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