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Superforecasting: The Art and Science of Prediction

Philip E. Tetlock, Dan Gardner · 4 HN comments
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Amazon Summary
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.
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True. Also, if you read Superforecasting[1] you'll learn about several experiments where "non-experts" beat experts by a lot by just being well informed. Even when the experts had access to confidential data.

[1] https://www.amazon.com/Superforecasting-Science-Prediction-P...

stev_stev
I’m very skeptical of evidentiary patterns laid out in NYT bestseller style books.
diehunde
His project[1] was part of program created by IARPA[2] so I wouldn't be that skeptical

[1]https://en.wikipedia.org/wiki/The_Good_Judgment_Project

[2]https://en.wikipedia.org/wiki/Intelligence_Advanced_Research...

stev_stev
Are these what the book is based off of? Or are these just the credentials of the author? In the former case I would find that more compelling to be worth looking into than just the link to the amazon book. In any case, I wasn’t trying to specifically dismiss the book (which I have not read) but just pointing out that linking to book of that sort doesn’t give me (personally) the feeling that there is much weight behind the citation. The other links you provided do the opposite!
diehunde
Yes the book is based on that project.
stev_stev
Word
MagnumOpus
You are right to be. Tetlock spun the conclusions of the project far boyond what was warranted, especially because the project was heavily flawed.

I participated in the initial part of the project, figured out the winning strategy very quickly, and then dropped my participation immediately. How to be "super at forecasting" in Tetlock's eyes? Have lots of spare time in the middle of the day when professional are at work, because that is when questions get posted, and easy points can get made. (To win a prize that is less than the hourly rate of a professional.) Hmm, no wonder that the conclusion was that people with no expertise but plenty of spare time can beat the pros...

diehunde
You mean beat the people that actually do that for a living?
SkyMarshal
Superforecasters don't have a great record on the pandemic:

https://twitter.com/outa_joseph/status/1250592983659024385?s...

Jan 01, 2020 · MarkMc on Bubble talk (2015)
Although Sam would have lost this bet, I respect that he had the courage to make a forecast with a specific number and a specific future date.

Too many pundits make grand but imprecise predictions like "AI will become dominant in the next decade". The book 'Superforcasting' tackles this problem in detail: https://www.amazon.com/Superforecasting-Science-Prediction-P...

harryh
If I recall correctly, the bet was accepted.

EDIT: Ah, I found documentation:

"Michael de la Maza, a Boston-based investor and TechStars mentor, has taken my recent bet on valuations."

https://twitter.com/sama/status/582292425449730049

mdlm
Thanks for using Twitter to remind Mr. Altman of the bet.
Exactly. This is the typical business drivel. "Here's a problem A, which you have. We have a solution: let B solve it for you. blah blah. Approach. Example. Anecdote.".

Problem needs to be a convincing and preferably very common problem of some kind. In this article it's "forecasting". And, of course, standard HR/Management practice (surveys + "impartial" statistical analysis in this case) is the way to solve the problem, but of course nobody does it right.

How to solve it ? Buy book X or, if you've got at least 100kg of money to thrown down a hole, hire consultant Y. Only 10kg of money to burn ? Visit website Z, subscribe, buy video, whatever, and get colorful pictures stating the obvious, often with audio.

For this one it's :

A = "forecasting" (really deciding future direction)

B = "forecasting tournaments"

X = https://www.amazon.com/Superforecasting-Science-Prediction-P...

Y = Philip Tetlock ( [email protected] )

Z = https://www.gjopen.com/

Now, don't get me wrong. Hiring organizational consultants CAN work, of course. Getting ideas from within an organization and being frank and fair about them can bring incredible results. Having someone else come in, see the organization and tell you what's wrong can at the very least give you an idea of what's happening from other people's perspective. Maybe it can help you improve things. If you can afford it, I would advise to do it.

I'm sure this person is a capable organizational consultant, but ...

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