Last winter, William MacAskill and his wife Amanda moved into a Union Square apartment that I was sharing with several friends in New York. At first, I knew nothing about Will except what I could glean from some brief encounters, like his shaggy blond hair and the approximation of a beard. He was extremely polite and devastatingly Scottish, trilling his “R”s so that in certain words, like crook or the name Brooke, the second consonant would vibrate with the clarity of a tiny engine.
MacAskill, I soon discovered, was a Cambridge-and Oxford-trained philosopher, and a steward of what’s known as effective altruism, a burgeoning movement that has been called "generosity for nerds." Effective altruism seeks to maximize the good from one's charitable donations and even from one’s career. It is munificence matched with math, or, as he once described it to me memorably, “injecting science into the sentimental issue of doing good in the world.”
Up to that point, I would have described my interest in charity as approximately average. I certainly hadn’t thought deeply about my donations long before I met MacAskill. I'd volunteered for music-education programs because I liked music, but this felt not like an exercise in selflessness, but rather an expression of my personal identity, like wearing clothes.
One night at an apartment party, MacAskill and I huddled with some beers in the corner of the kitchen to talk about his worldview, which he was turning into a book called Doing Good Better (out July 28.) Imagine you are a thoughtful 22-year-old college graduate who wants to make a great difference in the world, he said, invoking one of his many thought experiments. Many such people try to get a job with Oxfam, the Gates Foundation, or any number of excellent charities. That's fine. But if you don’t get that job at Oxfam, somebody just as smart and generous will get it instead. You’re probably not much better than that “next person up.” But imagine you go to work on Wall Street…
Wall Street? I probably interrupted.
Yes, imagine you work in investment banking. You make $100,000 and give away half to charity. The “next person up” would not have done the same, so you have created $50,000 of good that wouldn’t have otherwise existed. Even better, your donation could pay for one or two workers at Oxfam—or any effective cause you chose to donate to.
This story underlines an effective-altruist principle called “earning to give,” which is like tithing on steroids. Earning to give argues for maximizing the amount of money you can make and donating a large share of it to charity. What attracted me to the story wasn’t the specific advice (I have not yet sent a resume to Wall Street) but rather the philosophical approach to pursuing good in the world—counterintuitive, and yet deeply moral and logical. It was like pinpointing a secret corpus callosum connecting the right-brain interest in being a good person with a left-brain inclination to think dispassionately about goodness. (...)
The Scientific Method of Goodness: Effective Altruism
There are so many causes that focus on improving lives, and the spectrum is vast. Some worthy programs save lives (e.g. drug research to avert premature death), others alleviate suffering and poverty (e.g. by providing irrigation), and others focus on enrichment (e.g. by giving to a museum).
These programs exist along another wide spectrum, which is certainty. Some organizations distribute proven drugs (quite certain), others develop unproven drugs (less certain), and some lobby to reduce global carbon emissions (more uncertain). The point isn’t that the certain causes are better than less-certain causes, but rather that thoughtful donors weigh the risk that their donations won’t pay off, as they would any other investment.
When I decided that I wanted effective altruism to guide my decision, I called Will again to get a better understanding of the philosophy I was wading into. Then I spoke with several poverty experts and moral philosophers to learn why the movement might be misguided. I wanted to know it deeply, to see it closely, its virtues and its flaws.
The simplest way to explain effective altruism and its discontents is to begin with three pillars of the movement: (1) You can make a truly enormous difference in the world if you live in a rich country; (2) you can "do good better" by thinking scientifically rather than sentimentally; and (3) you can do good even better by trying to find the greatest need for the next marginal dollar. (...)
The Measuring of Life: GiveWell
When I asked several philosophers and poverty experts what causes they would give to, answers ranged from women’s rights to direct transfers to the poor. Iason Gabriel, a politics lecturer at Oxford University, made a surprisingly strong case for tax reform in the developing world. Africa, he said, loses tens of billions of dollars a year in illicit flows of money, even more than it receives in government aid. Helping governments crack down on tax avoidance could preserve billions in funds for the state to direct toward health and education. But I felt drawn to two personal values for my donation: I wanted to prevent premature deaths, and I wanted a high degree of scientific certainty that the money would be spent well.
The most common refrain from experts I consulted was that my priorities pointed in a clear direction: If what you want is to save lives with certainty, several people said, you have to go to GiveWell.
In 2006, Holden Karnofsky and Elie Hassenfeld were young Ivy-league-educated workers at a hedge fund, making more money than they needed, and searching for a worthy charitable cause. “We wanted the biggest bang for our buck,” Hassenfeld said, and since few outside organizations offered much guidance, they formed a club of several like-minded people to research a simple question: How did various charities spend money, and was there any evidence that they were doing good? “We were calling charities directly, but we weren’t always getting good answers,” he said. The gaping lack of hard data, combined with their personal mission to find that elusive greatest cause, inspired them to create GiveWell in 2007.
GiveWell is a meta-charity, an organization that evaluates other charities. They have four broad criteria, in Hassenfeld’s words: “effectiveness” (does the charity make a difference?), “cost-effectiveness” (how much difference does the charity make per dollar received?), “room for funding” (can the charity use your donation in the near future?), and “transparency” (is the charity forthcoming about its spending and its results?). Its top-ranked charities for this year include GiveDirectly, a radically simple approach to sending no-strings-attached cash to extremely poor households, and the Against Malaria Foundation, which distributes insecticide-treated malaria nets in sub-Saharan Africa. It’s impossible not to be struck by the encyclopedic thoughtfulness of GiveWell's analyses, which take months to complete and are often thousands of words long, contain more than 100 footnotes, and elaborate on concerns they have for even the top-ranked charities.
It is hard for the casual donor to determine on her own which charities do the most good. For example, compare two well-meaning organizations: Charity A accepts $100 and sends $90 to the field to buy better textbooks for Kenyan children. Charity B accepts $100 and sends $45 to the field to buy deworming tablets for Kenyan kids. If you focus on “overhead" costs, as many people do, the choice is clear: Charity A is twice as effective. But randomized controlled trials have shown that while textbooks do little to raise school attendance, medicine for intestinal worms often helps children go back to school. In the end, Charity B might be many times more effective. This is why it’s so important for organizations like GiveWell to track dollars and outcomes.
[ed. See also: How ‘effective altruism’ can save the world.]
MacAskill, I soon discovered, was a Cambridge-and Oxford-trained philosopher, and a steward of what’s known as effective altruism, a burgeoning movement that has been called "generosity for nerds." Effective altruism seeks to maximize the good from one's charitable donations and even from one’s career. It is munificence matched with math, or, as he once described it to me memorably, “injecting science into the sentimental issue of doing good in the world.”
Up to that point, I would have described my interest in charity as approximately average. I certainly hadn’t thought deeply about my donations long before I met MacAskill. I'd volunteered for music-education programs because I liked music, but this felt not like an exercise in selflessness, but rather an expression of my personal identity, like wearing clothes.
One night at an apartment party, MacAskill and I huddled with some beers in the corner of the kitchen to talk about his worldview, which he was turning into a book called Doing Good Better (out July 28.) Imagine you are a thoughtful 22-year-old college graduate who wants to make a great difference in the world, he said, invoking one of his many thought experiments. Many such people try to get a job with Oxfam, the Gates Foundation, or any number of excellent charities. That's fine. But if you don’t get that job at Oxfam, somebody just as smart and generous will get it instead. You’re probably not much better than that “next person up.” But imagine you go to work on Wall Street…
Wall Street? I probably interrupted.
Yes, imagine you work in investment banking. You make $100,000 and give away half to charity. The “next person up” would not have done the same, so you have created $50,000 of good that wouldn’t have otherwise existed. Even better, your donation could pay for one or two workers at Oxfam—or any effective cause you chose to donate to.
This story underlines an effective-altruist principle called “earning to give,” which is like tithing on steroids. Earning to give argues for maximizing the amount of money you can make and donating a large share of it to charity. What attracted me to the story wasn’t the specific advice (I have not yet sent a resume to Wall Street) but rather the philosophical approach to pursuing good in the world—counterintuitive, and yet deeply moral and logical. It was like pinpointing a secret corpus callosum connecting the right-brain interest in being a good person with a left-brain inclination to think dispassionately about goodness. (...)
The Scientific Method of Goodness: Effective Altruism
There are so many causes that focus on improving lives, and the spectrum is vast. Some worthy programs save lives (e.g. drug research to avert premature death), others alleviate suffering and poverty (e.g. by providing irrigation), and others focus on enrichment (e.g. by giving to a museum).
These programs exist along another wide spectrum, which is certainty. Some organizations distribute proven drugs (quite certain), others develop unproven drugs (less certain), and some lobby to reduce global carbon emissions (more uncertain). The point isn’t that the certain causes are better than less-certain causes, but rather that thoughtful donors weigh the risk that their donations won’t pay off, as they would any other investment.
When I decided that I wanted effective altruism to guide my decision, I called Will again to get a better understanding of the philosophy I was wading into. Then I spoke with several poverty experts and moral philosophers to learn why the movement might be misguided. I wanted to know it deeply, to see it closely, its virtues and its flaws.
The simplest way to explain effective altruism and its discontents is to begin with three pillars of the movement: (1) You can make a truly enormous difference in the world if you live in a rich country; (2) you can "do good better" by thinking scientifically rather than sentimentally; and (3) you can do good even better by trying to find the greatest need for the next marginal dollar. (...)
The Measuring of Life: GiveWell
When I asked several philosophers and poverty experts what causes they would give to, answers ranged from women’s rights to direct transfers to the poor. Iason Gabriel, a politics lecturer at Oxford University, made a surprisingly strong case for tax reform in the developing world. Africa, he said, loses tens of billions of dollars a year in illicit flows of money, even more than it receives in government aid. Helping governments crack down on tax avoidance could preserve billions in funds for the state to direct toward health and education. But I felt drawn to two personal values for my donation: I wanted to prevent premature deaths, and I wanted a high degree of scientific certainty that the money would be spent well.
The most common refrain from experts I consulted was that my priorities pointed in a clear direction: If what you want is to save lives with certainty, several people said, you have to go to GiveWell.
In 2006, Holden Karnofsky and Elie Hassenfeld were young Ivy-league-educated workers at a hedge fund, making more money than they needed, and searching for a worthy charitable cause. “We wanted the biggest bang for our buck,” Hassenfeld said, and since few outside organizations offered much guidance, they formed a club of several like-minded people to research a simple question: How did various charities spend money, and was there any evidence that they were doing good? “We were calling charities directly, but we weren’t always getting good answers,” he said. The gaping lack of hard data, combined with their personal mission to find that elusive greatest cause, inspired them to create GiveWell in 2007.
GiveWell is a meta-charity, an organization that evaluates other charities. They have four broad criteria, in Hassenfeld’s words: “effectiveness” (does the charity make a difference?), “cost-effectiveness” (how much difference does the charity make per dollar received?), “room for funding” (can the charity use your donation in the near future?), and “transparency” (is the charity forthcoming about its spending and its results?). Its top-ranked charities for this year include GiveDirectly, a radically simple approach to sending no-strings-attached cash to extremely poor households, and the Against Malaria Foundation, which distributes insecticide-treated malaria nets in sub-Saharan Africa. It’s impossible not to be struck by the encyclopedic thoughtfulness of GiveWell's analyses, which take months to complete and are often thousands of words long, contain more than 100 footnotes, and elaborate on concerns they have for even the top-ranked charities.
It is hard for the casual donor to determine on her own which charities do the most good. For example, compare two well-meaning organizations: Charity A accepts $100 and sends $90 to the field to buy better textbooks for Kenyan children. Charity B accepts $100 and sends $45 to the field to buy deworming tablets for Kenyan kids. If you focus on “overhead" costs, as many people do, the choice is clear: Charity A is twice as effective. But randomized controlled trials have shown that while textbooks do little to raise school attendance, medicine for intestinal worms often helps children go back to school. In the end, Charity B might be many times more effective. This is why it’s so important for organizations like GiveWell to track dollars and outcomes.
by Derek Thompson, The Atlantic | Read more:
Image: HappyDancing / Mega Pixel / Shutterstock / The Atlantic[ed. See also: How ‘effective altruism’ can save the world.]
