(2) what are RP’s plans with the Special Projects Program?
The plan for RP Special Projects is to continue to fiscally sponsor our existing portfolio of organizations and see how that goes and continue to build capacity to support additional organizations sometime in the future. Current marginal Special Projects time is going into exploring more incubation work with our Existential Security department.
(1) where do you think forecasting has its best use-cases? where do you think forecasting doesn’t help, or could hurt?
I’m actually surprisingly unsure about this, especially given how interested I am in forecasting. I think when it comes to actual institutional decision making it is pretty rare for forecasts to be used in very decision-relevant ways and a lot of the challenge comes from asking the right questions in advance rather than the actual skill of creating a good forecast. And a lot of the solutions proposed can be expensive, overengineered, and focus far too much on forecasting and not enough on the initial question writing. Michael Story gets into this well in “Why I generally don’t recommend internal prediction markets or forecasting tournaments to organisations”.
I think something like “Can Policymakers Trust Forecasters?” from the Institute for Progress takes a healthier view about how to use forecasting. Basically, you need to take some humility about what forecasting can accomplish but explicit quantification of your views is a good thing and it is also really good for society generally to grade experts on their accuracy rather than their ability to manipulate the media system.
Additionally, I do think that knowing about the world ahead seems generally valuable and forecasting still seems like one of the best ways to do that. For example, everything we know about existential risk essentially comes down to various kinds of forecasting.
Lastly, my guess is that a lot of the potential of forecasting for institutional decision making is still untapped and merits further meta-research and exploration.
(1) where do you think forecasting has its best use-cases? where do you think forecasting doesn’t help, or could hurt?
interested in your answer both as the co-CEO of an organization making important decisions, and an avid forecaster yourself.
(2) what are RP’s plans with the Special Projects Program?
The plan for RP Special Projects is to continue to fiscally sponsor our existing portfolio of organizations and see how that goes and continue to build capacity to support additional organizations sometime in the future. Current marginal Special Projects time is going into exploring more incubation work with our Existential Security department.
I’m actually surprisingly unsure about this, especially given how interested I am in forecasting. I think when it comes to actual institutional decision making it is pretty rare for forecasts to be used in very decision-relevant ways and a lot of the challenge comes from asking the right questions in advance rather than the actual skill of creating a good forecast. And a lot of the solutions proposed can be expensive, overengineered, and focus far too much on forecasting and not enough on the initial question writing. Michael Story gets into this well in “Why I generally don’t recommend internal prediction markets or forecasting tournaments to organisations”.
I think something like “Can Policymakers Trust Forecasters?” from the Institute for Progress takes a healthier view about how to use forecasting. Basically, you need to take some humility about what forecasting can accomplish but explicit quantification of your views is a good thing and it is also really good for society generally to grade experts on their accuracy rather than their ability to manipulate the media system.
Additionally, I do think that knowing about the world ahead seems generally valuable and forecasting still seems like one of the best ways to do that. For example, everything we know about existential risk essentially comes down to various kinds of forecasting.
Lastly, my guess is that a lot of the potential of forecasting for institutional decision making is still untapped and merits further meta-research and exploration.