Superforecasting av Dan Gardner, Philip E. Tetlock

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<b><i>NEW YORK TIMES </i>BESTSELLER • NAMED ONE OF THE BEST BOOKS OF THE YEAR BY <i>THE ECONOMIST </i></b><br><br><b><b>“</b>The most important book on decision making since Daniel Kahneman''s <i>Thinking, Fast and Slow</i>.<b>”</b>—Jason Zweig, <i>The Wall Street Journal</i></b><br> <br> 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?<br> <br> In <i>Superforecasting</i>, Tetlock and coauthor