Monthly Archives: June 2014

The Amateur Forecaster’s Diary Pt. 4

Good Judgment Project

This series returns because of one email to the author popular demand. If you have no idea what this is about, please consult parts one, two and three.

As I mentioned in my last post on the Good Judgment Project (GJP), in season 3 I was part of a team of “super forecasters”.  My team did OK, but we were significantly less successful than the other “supers”. This season has now come to an end and the project is about to launch the next one in August. I’d like to offer some reflections.

What went well?

We were able to exchange information across “super” groups, and some people were really impressive. I saw spread sheets and discussions that were much more sophisticated than what I expected in this “just for fun” setting. Apparently, the increasingly challenging task (with many rather tough questions and a high work load) really sparked the participants’ ambitions.

From what I could see in the cross-team forum, communication was very lively and mostly helpful. But I’m not sure how much it really mattered in the end. Given the number of questions and the old-fashioned bulletin board format, it was hard to keep up with every possibly relevant bit of information.

My own team brought together people from very different backgrounds, and it was nice to have a round of introductions. Given that the questions belong to different clusters, we proceeded to assign everyone two areas to prioritize and researching and answering questions.

What didn’t go so well?

Judging from the experience in my particular group, not everything was “super” in the end. My new group did not invest much more time and effort than my previous, “normal” teams. After all, the incentives and potential pitfalls are very similar: if communication does not yield results, people stop typing long messages; if there are only three or four active users, the team cannot perform as well; high cognitive load due to many open questions can be discouraging.

One innovation for season 3, the use of (paid) facilitators to ensure smoothly working teams, fell completely short — at least in our group. In theory, the facilitator would have helped us with coordinating tasks and making sure that no items are forgotten. But the person in charge did not really live up to that promise, and the only email I can remember getting from him is a goodbye note. This might be worth trying again, though.

Finally, one lesson I draw from my experience in the newly established and ultimately lowest-ranking “super” team: Being put in an environment that’s supposedly excellent and seeing the amount of work and experience the other teams bring to the table can be intimidating. I’m not sure how much work the GJP organizers should put into creating a positive team spirit and provide regular feedback, but at least in our case it might have helped.

The future of forecasting

I’m curious to see whether season 4 will be able to push the limits of what works in a “just for fun” effort. (After all, teenagers in World of Warcraft guilds spend a lot of time for coordination and planning, too.) It seems that the Good Judgment Project operators are considering some changes to the user interface to help manage the work load. I agree that there is some room for improvements.

I would love to hear what the GJP researchers have to say on the merit of inter-group exchange. Theoretically, it could either lead to group think or help everyone improve by leading to efficient information sharing. Generally, I am not sure to what extent the “meta” discussions and well-meaning exchange of tips that took place between teams are at odds with optimizing performance. Given that everyone has limited resources, maybe this process should be streamlined and formalized. Easy sharing of links to news sources is probably a good idea.

 

Of course none of that can change the fact that many questions are just impossible to answer with any kind of certainty. For example: predicting the behavior of small groups with secretive proceedings (Vatican, North Korea, Taliban…) or factoring in different layers of scientific and political uncertainty (“will the Swiss lab report that Arafat’s body contained a significantly elevated level of polonium-210?”). But it’s still fun to try your best, and I’m looking forward to season 4.

Bavarian Nepotism (“If it Happened There…”)

This post pays homage to Joshua Keating, who has written a number of articles for Slate in which he describes news events from the U.S. “using the tropes and tone normally employed by the American media to describe events in other countries.

CSU leadership in Bavaria, 1976 (CC Wikimedia Commons)
CSU leadership in Bavaria, 1976. CC-BY-SA Wikimedia Commons

BERLIN, Germany — Observers familiar with the political process in the German South were not surprised: after the details of a high-level nepotism scandal in the West European country’s most populous state were uncovered a few weeks ago, very little has happened.

The affair started in fall 2013, with a book published by university professor Hans Herbert von Arnim. While academic publication usually garner little attention in the country  –a number of tabloids dominate the market in the South– the book’s claims of nepotism were sufficient to spark interest at least among political opposition figures, who demanded an investigation. After several months of refusing to comment on the issue, the Bavarian government gave in to a ruling from a local court and published some findings. (Initially, these were accessible through the Bavarian public broadcasting service, but that site no longer appears to be functional.)

According to the report, Bavarian minister of education Ludwig Spaenle has dished out a grand total upwards of 810,000 USD to his wife since 1997. That equals 30 years of the current median household income in Germany. Altogether, members of the conservative-religious CSU party, which rules Bavaria since 1957, handed out almost 1.8 million USD of taxpayer money to their spouses over the last years.

Local officials point out that this is not illegal. The group of CSU silver-backs simply took advantage of a loop hole in the state’s laws (which the insular Bavarians are proud to defend against influences from the federal government). Since the year 2000, politicians have been banned from hiring family members and spouses — but lawmakers allowed for a continuation of existing contracts. This is why the current Bavarian prime minister, a veteran of the CSU who has weathered many scandals in the past, insists that none of the people involved will have to leave office.

The case appears symptomatic of broader problems in Germany. In the Southern state of Bavaria, a small group of elites have had a grip on power for almost 60 years. They are supported by a powerful business and agricultural lobby (the latter of which employs only a small fraction of the workforce, but receives lavish subsidies from the European Union). Traditionally, politics in the Southern state are shaped by social conservatism, local business interests, and a latent xenophobia. No wonder, then, that few people seem to care about a waste of taxpayer money at the top.

Perhaps the problem runs even deeper: one should not forget that Germany, despite its economic might and seemingly unquestionable democratic credentials, has yet to ratify the 2003 UN Convention Against Corruption. After more than ten years of dragging their feet –because of reluctance to curtail the freedom of members of parliament– federal officials have recently indicated that this might happen before the end of the year. Judging from recent events in Bavaria however, the prospect of real change remains slim. Instead, it seems likely that local customs remain entrenched, and  German politicians will find ways to bend the rules in their favor.