What makes people great at predictions?

Expert suggests 10 techniques to hone skills

• What makes someone a good predictor of upcoming events? The U. S. intelligence community has run several projects aimed at answering that question. That includes a tournament called the Aggregative Contingent Estimation.

Canadian-born Philip Tetlock’s team dominated the four- year contest. In fact, it was so dominant the competition ended, and only his team remained. The U. S. government has now released data from his team, to help future researchers.

Tetlock offers tips f or others hoping to hone their skills as forecasters. He lists Ten Commandments f or forecasters in the book he coauthored with Dan Gardner: Superforecasting: The Art and Science of Prediction.

1) Triage: Ask the right questions. Be selective. Aim for so- called Goldilocks questions — not too easy, not too hard. For example, asking who will win the 2028 U. S. presidential election is pointless. Pick achievable targets.

2) Break it up: Tackle your question piece by piece.

3) Balance inside and outside views:

Seek evidence of a precedent, and incorporate past examples into your estimate.

4) Strike the right balance between under- and overreacting to details:

Don’t get overly excited by one single development, but do recognize whether it warrants an upgrade to your outlook.

“The best forecasters tend to be incremental belief updaters, often moving from probabilities of, say, 0.4 to 0.35 or from 0.6 to 0.65.”

5) Push back against your biases:

For example, “If you are a devout dove who believes that threatening military action never brings peace, be open to the possibility that you might be wrong about Iran. And the same advice applies if you are a devout hawk who believes that soft ‘ appeasement’ policies never pay off.”

6) Strive to distinguish as many degrees of doubt as the problem permits:

A good poker player knows the difference between a 60/ 40 bet, a 40/ 60, and 45/ 55. It’s the same with forecasting. Don’t settle for lazy predictions that yes, no, or maybe an event will occur: “Your uncertainty dial needs more than three settings.”

7) Strike the right balance between under- and overconfidence, between prudence and decisiveness:

There’s a risk in extremes. Don’t be either a blowhard, or a waffler.

8) Look for the errors behind your mistakes but beware of rearview- mirror hindsight biases:

Conduct a postmortem after a bad call. What caused it? Try learning from that mistake — but don’t over-learn it, as it could be a one-time event.

9) Bring out t he best in others and let others bring out the best in you:

Don’t be afraid to consult, and work with others.

10) Master the error- balancing bicycle:

Practice forecasting often enough, and work at learning to juggle all these challenges at once.

The book concludes with an 1 1 t h commandment: “Don’t treat commandments as commandments.”