Download Factfulness [PDF] By Hans Rosling, Anna Rosling Rönnlund, And Ola Rosling

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Factfulness book pdf download for free or read online, also Factfulness pdf was written by Hans Rosling, Anna Rosling Rönnlund, And Ola Rosling.

BookFactfulness
AuthorHans Rosling, Anna Rosling Rönnlund, And Ola Rosling
LanguageEnglish
Size5.5 MB
Pages352
CategoryUnknown

Factfulness Book PDF download for free

Factfulness Book PDF download for free

Factfulness: The stress-reducing habit of only voicing opinions for which you have strong facts.

For simple questions about global trends: What percentage of the world’s population lives in poverty? why the world population is increasing; how many girls finish school, we systematically give wrong answers. So wrong that a chimp randomly picking answers will always outperform teachers, journalists, Nobel laureates, and investment bankers.

In Factfulness, Hans Rosling, TED Professor of International Health and Global Phenomenon, along with his two longtime collaborators, Anna and Ola, offer a radically new explanation of why this is so. They reveal the ten instincts that distort our perspective, from our tendency to divide the world into two camps (usually an us-and-them version), to the way we consume media (where fear reigns) and how we perceive progress (believing that most things are getting worse).

Our problem is that we don’t know what we don’t know, and even our guesses are based on unconscious and predictable bias.

Factfulness Book Pdf Download

Most of you will have seen the late Hans Rosling’s TED Talks or read how Bill Gates praised him on his blog. The book’s subtitle, 10 reasons why we’re wrong about the world and why things are better than you think, stays true to its TED talk character. He’s a doctor who brilliantly shows us, through statistics and pictures, how most of us ignore the world and that things are a lot better than we think they are, and getting better even faster.

However, the format of the book allows you to go much further, and Factfulness is by far the best book on developing sound thinking and practical, real-world judgment that I have read. It occupies a prominent position in this difficult-to-teach subject alongside the study of the life and words of figures such as Lee Kuan Yew, Charlie Munger and Charles Darwin.

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The book entertainingly covers evidence-based reasoning, statistical reasoning (as opposed to its more common cousin, anecdotal outrage), psychological cognitive bias, self-awareness, seeing through media bias (usually in the direction of sensational and anxiety-provoking bad news), and effective thinking and workable solutions to real material problems, including non-intuitive indirect ones. Rosling is unusual in his ability to abstract a variety of conceptual tools that we can use in different situations, while using examples from his own experience to keep these concepts related and grounded.

Rosling’s day job was as a doctor specializing in fighting epidemics around the world. You have witnessed a heartbreaking tragedy firsthand. However, instead of despairing or being driven by emotions, look objectively for the most effective solutions that can help do what is best, even if it instantly makes the situation you are facing worse.

To illustrate, the most effective tool for curbing high population growth in poor countries is not family planning propaganda, but better sanitation (child mortality is disproportionately caused by contamination of water by sewage). ). This has indirect benefits for family health, empowerment of women and fewer children who receive more attention and resources, making it much more likely that the family will escape extreme poverty for a generation.

Rosling is a nuanced thinker who can convey seemingly conflicting thoughts in a way that allows the reader to navigate a gray, chaotic world rather than the clean, binary world popularized by academics and journalists. As an illustration, it paints a nuanced picture of how things can be bad and better at the same time. Activists are often so outraged that things are going wrong (all we have to do in a place like India is look around) that they deny any notion that things are getting better in many ways. Recognizing, appreciating and understanding how things are getting better is actually the way to fix what is still clearly wrong.

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This is the kind of book we should all read as a good starting point to being less of a jerk in anything we set out to do.

Let’s see the synopsis of the book now! Rosling talks about our 10 “dramatic instincts” (and 10 reasons why we’re wrong about the world). Are here –

  1. The Gap Instinct: We tend to divide things into two different groups and imagine a gap between them. To control the gap instinct, always look for the majority. Pay attention to the averages, if you look at the spread most will overlap. Beware of extreme comparisons (the media loves it).
  2. The instinct of negativity. We always tend to instinctively notice the bad more than the good. We must learn to appreciate that it can be “better” and “bad” at the same time. For example, the level of education has improved over time, but 10% of children are still uneducated, which is bad. We should also know that good news is never reported, bad things are always promoted by the media. Thereafter, no gradual improvement is reported. Countries, governments and media often try to glorify the past, so we have to be careful with this rosy past.
  3. The Straight Line Instinct: When we constantly see a line going up, we tend to assume it will keep going up for the foreseeable future. To control instinct, remember curves come in different shapes. Finally, don’t assume straight lines if the data doesn’t show it.
  4. The Instinct to Fear: We tend to perceive the world as scarier than it really is. We overestimate the risks associated with violence, imprisonment, contamination, etc. The world seems scarier because what you hear has been carefully chosen to be told. Remember risk = hazard x exposure and act accordingly. Only make decisions when you are calm, not when you are afraid.
  5. The Size Instinct: We tend to see things out of proportion, overestimating the importance of a single event or person visible to us and the magnitude of a problem based on an independent number. A single number can look impressive on its own, but compared to something else, it can be trivial. So always look for comparisons. Use the 80/20 rule. When comparing countries, pay attention to the tariffs per person.
  6. The instinct to generalize. We tend to mistakenly assume that everything or everyone in a category is similar. Therefore, we must look for differences within a group, look for similarities between groups, and look for differences between groups. We have to be careful with the term “majority”: it can mean 51% or 99% or anything in between. Beware of vivid images, which are easier to remember but can represent exceptions to the general rule.
  1. The Destiny Instinct: We always tend to assume that the destinies of people, cultures, countries, etc. are predetermined by certain factors, and these factors are fixed and unchanging, that is, their destiny is fixed. To control this, we need to track incremental changes and improvements. We need to update our knowledge on different topics and look for examples of cultural changes.
  2. The One-Perspective Instinct: We tend to focus on single causes or solutions that are easier to understand and make our problems seem more solvable. It’s better to look at problems from multiple perspectives. To control this, always test your ideas and let people find weaknesses. Don’t always pretend to be an expert, be humble about your limited experience in different fields.
  3. The Guilt Instinct: When something goes wrong, we instinctively blame someone or something. To control this, resist looking for a scapegoat. Look for the causes, not the bad guys. Finally, look for systems and the processes, not heroes.
  4. The urgency instinct: We tend to rush into a problem or opportunity for fear that we don’t have time and that we’ll be late. To control this, take small steps. Always insist on the data instead of making hasty decisions based on hunches. Always be aware of the side effects of your hasty decision to avoid doing the same.

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