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Grace Adams

Our parent organisation is in the process of changing its name to Effective Ventures Foundation (EV Foundation). This will mean that Giving What We Can will become a project of EV Foundation.

There will be no operational impact of this change but you may notice that the legal name of our entity is Effective Ventures Foundation when making donations through Giving What We Can.

We will continue to operate as Giving What We Can and our brand and mission will not change.

Why the change to Effective Ventures Foundation?

This change reflects the growing number of organisations and projects that were being operationally supported under the Centre for Effective Altruism.

The Centre for Effective Altruism will remain an active, separate organisation within EV Foundation and will continue to run projects like the EA Forum, EA Global conferences and virtual programs.

EV Foundation supports several organisations operationally including, Giving What We Can, 80,000 Hours, Longview Philanthropy, the Forethought Foundation and more.

Effective Ventures Foundation is now the name of the legal entity in the UK that used to be called The Centre for Effective Altruism.

The process to change the name of the US legal entity is still underway and will remain the Centre for Effective Altruism for the time being.


legal structure of Effective Ventures Foundation

What does this mean for how Giving What We Can operates and processes donations?

The renaming of our parent organisation does not reflect a change in how Giving What We Can operates.

There will be no changes to how your donations will be processed or how Giving What We Can is operated.

We intend to update all of our assets including our website in the coming weeks to ensure that the new name of our legal entity is reflected accurately.

If you have any further questions about how this may impact you, please contact us at community@givingwhatwecan.org

Announcement: Renaming of legal entity to Effective Ventures Foundation

 in Germany recently interviewed bestselling author and Giving What We Can member, 

This interview is full of great quotes and insight from Rutger and is well worth reading in full.

Below are some highlights from the interview:

“Basti: So how did this decision to donate so generously come about?

Rutger: Well, actually, I think it all started with the realization that we, in rich countries, are very rich. Most people in rich countries have no idea just how rich they are. But, historically speaking and globally speaking, they’re very, very rich…we all know about inequality, but we usually think about it from a national perspective. Well, you know, the biggest inequality is international.”

“We all remember the Occupy Wall Street slogan about “We are the 99%”. And that may be true on a national level, but on a global level, we’re more like the 1%. And I think that gives us an enormous responsibility to do good.”

On the amazing opportunity we have to do good:

“So when we try to do good, we should ask ourselves, how do we use our limited time and resources? And because we live in such a crazy world with so much low hanging fruit, any individual from a very rich country can do an enormous amount of good. And by the way, the way I look at this is both from a perspective of obligation, I think we have a moral obligation to do this, to donate at least 10% of our income. But it’s also from a perspective of excitement. It’s just really awesome. It’s probably one of the most significant things we can do in our lives, right? Many of us have these boring jobs, right? We write reports that no one’s ever going to read. We send emails to people we don’t like, and then suddenly we realize that we’re in a situation where you actually can save other people’s lives. It is extraordinary!”

“But the thing is, the people I admire in history, they haven’t just been talking about how we need to change the system or whatever, but they’ve always also been doing it. I think it’s incredibly important to actually practice what you preach. There’s now this discussion going on amongst progressives and people on the left like, “Oh, we shouldn’t talk about individual change because that’s neo-liberal. We should all talk about system change”, but obviously we need to do both.”

"Of course, it’s also about the individual, because he knew that he would be much more convincing if he actually did what he preached. Because human behavior is contagious. We’re not individuals, we’re not lone atoms, but we influence each other all the time by our behavior. It’s just contagious. I think that giving can be like that as well. That’s why I think it’s important to be public about your giving, not to show off and you need to be a little bit careful there. But that’s also why I signed the Giving What We Can pledge to say. Look, people, if you like my work, this is what I find really important. And it has made a big difference in my life to donate at least 10% of my income to highly effective causes. And I think that actually, you know, as a best seller author, you can go a little bit higher than 10%, but 10% is a good place to start."

"Sometimes people can get the impression that, “Oh, so you know what all the effective causes out there, right? And you are very dogmatic about that.” That’s not the case at all. Effective altruism is a question. It’s not an answer. It’s all about continuously asking yourself the question, is this the best use of my time, resources and money? That’s what it’s really about. And I think intellectual humility is a really important value, and I think that’s also quite present in the movement."

Rutger donates to GiveWell’s recommended charities and also donates to the Effective Altruism Funds. You can donate to these charities and funds through 

 to donate to highly effective charities.

Photo of Rutger Bregman taken by Maartje ter Horst

Rutger Bregman on Effective Giving: Interview with Effektiv Spenden

Alana Horowitz Friedman

Asking the right "what would happen if..." questions at the right times can help us make better decisions and maximise our impact. 

, the writers explore two possible realities: in one, the protagonist runs down the stairs to the train platform just in time to squeeze in through the sliding doors before they close; in the other, she narrowly misses her train, the sliding doors slamming shut in front of her.

This seemingly small change sets off two completely different storylines, both of which the audience gets to witness. Since it's a '90s film, the focus of the movie isn’t on the alternate realities so much as the romantic outcome: while it first seems like the protagonist will only find her soulmate in the case where she makes her train, it turns out that true love conquers time, space, and 

the different potential outcomes of making a different decision or taking a different action

(In this case, the counterfactual action was whether she caught the train.)

Of course, if life was a '90s film, perhaps we wouldn't have to worry so much about counterfactuals. We'd somehow end up in the 

reality no matter our actions, dancing to Ace of Bass and living it up poolside with the knowledge that a happily-ever-after was fated for all, one way or another.

is a useful tool that can help us make better decisions when contemplating aspects of life that are more within our control than whether we make or miss a train. For example, if you've ever asked yourself "what would have happened if..." questions like the ones below, you were likely exploring the counterfactuals of your choices.

I had stayed in that relationship instead of leaving?

I had accepted that high-profile position even though it required me to relocate?

 scenarios like these, most of us likely don’t use counterfactual thinking as much — or as strategically — as we could. And to be clear, counterfactual thinking isn’t limited to exploring your own actions and it also doesn’t have to be done retroactively. By better understanding what it is and why it’s useful, we can add this important tool to our arsenal of methods for doing the most good we can.

Let’s begin by defining the term a bit more carefully.

We can understand counterfactual thinking by splitting the word into two parts: 

 (the reality of what has occurred/will occur). For example, let’s say I decide to go swimming. A counterfactual of that choice is 

I can also break that down further. In the counterfactual world where I decide 

 to go swimming, I might stay indoors all afternoon (one possible counterfactual to going swimming) or I might go hiking (a second possible counterfactual to going swimming).

Let’s also mention a situation that doesn’t have to do with 

choices. A counterfactual to Candidate A winning an election, for example, might be that Candidate B wins, that Candidate C wins, or even that a political revolution occurs and the election becomes irrelevant.

In short, a counterfactual of a situation can be thought of as 

a possible alternative to what happened/will happen that runs counter to what actually occurred/will occur

 is what happens when we consider these possible alternatives.


Counterfactual thinking and effective altruism

 asks the question, “how can we do the 

 good?” and answering this requires some counterfactual thinking. That’s because, to attempt to estimate how to do the 

 good, we have to determine whether the outcomes of alternative actions might be better than those we’re currently considering.

Imagine that you know about an organisation that is focused on doing good — for example,  your local animal shelter or soup kitchen. You may feel inclined to support that organisation, and that’s a natural reaction. After all, when we know a particular action (in this case, donating money to an organisation you care about) is likely doing some good, continuing to do it probably seems like common sense.

But to have a better shot at maximising our impact, we really shouldn’t stop there. Counterfactual thinking reminds us not to 

 ask “is this action doing good?” but to ask “does this action do 

 good than something else I could be doing?” For some examples of how this can play out, check out our 

We can see counterfactual thinking in several core aspects of effective altruism, including:

Testing interventions before funding or pioneering them

When possible, interventions can be tested by examining the differences between groups that don’t receive any intervention (“control groups”) and those that do. This, in essence, explores the counterfactual of what would happen 

 the intervention, helping determine a) if progress occurs and b) whether there is a causal link between any observed progress and the intervention being tested. In other words, if we implement a program and notice some improvements, how confident can we be that those improvements happened 

Comparing related interventions helps explore whether the outcome of an alternative intervention (a counterfactual to the one you might be considering) is more impactful. To use the example above, we might ask: is donating to my local animal shelter or to an organisation like The Humane League (which focuses on farm animals) better at reducing animal suffering? According to 

, for every $1000 donated to Humane League corporate campaigns, approximately 100,000 farm animal lives are improved. In contrast, only around two cats or dogs can be rescued with a $1000 donation to a typical animal shelter rescue campaign.

Considering neglectedness and replaceability

The concepts of neglectedness and replaceability help us maximise our personal impact by focusing on causes and careers that truly need us. Determining what those are necessitates exploring a potential counterfactual of 

 taking a particular action — that someone else might do it anyway!

Let’s look at each of these in more detail.

, Will MacAskill (a co-founder of effective altruism and Giving What We Can) tells the story of 

, a charity that pioneered water pumps that also acted as merry-go-rounds. The idea was — on the surface — genius. The spinning of the pump (caused by children playing on the merry-go-round) would provide clean water for communities in lower-income countries, eliminating the hard work of pumping water manually while simultaneously providing entertainment for the children!

(Stock photo; for a more accurate image of a PlayPump, see the video below.)



It wasn’t until 1,800 PlayPumps had been installed, the charity had won a World Bank Development Marketplace Award, and several celebrities had jumped behind the cause, that independent reviews revealed some major issues. The pumps required constant force to work, which meant children didn’t really enjoy playing on them, so in many cases, the village women ended up having to manually push them instead. Worse, PlayPumps were harder to push and provided 

One of the lessons here is that good intentions and intuitions are often not enough to determine whether an intervention will be effective. That’s why 

testing interventions against a counterfactual 

is so important to effective altruism. Instead of assuming a predicted outcome will occur, an organisation can use randomised controlled trials to test their intuitions using a control group, which represents the counterfactual of what would have happened 

 the intervention (more on this below). If PlayPumps had been tested, it’s likely the well-intentioned founder would have poured his energy and resources into something that really made things better, instead of (arguably) worse.

Learn more about the PlayPumps story and what it teaches us about charitable giving in this great video from A Happier World.

Testing Interventions: Correlation is not causation!

what would happen without the intervention?”

 not only helps eliminate programs that may do more harm than good; it also helps explore a very tricky, and sometimes overlooked part of evaluating programs: 

If we observe progress after a particular event or action, it can be tempting to jump to the conclusion that this event/action 

 the progress to happen. However, it’s possible that this progress would still have happened 

 the suspected trigger. Even when progress seems to be related to a particular action — for example, a friend changing their mind on an issue after hearing your arguments — the connection between your arguments and their position change could be as spurious 

as the apparent correlation between swimming pool drownings and Nicholas Cage films!

 Perhaps it was a different experience altogether that swayed your friend from their position, and your conversation had very little effect.

In the case of evaluating programs that aim to do good, counterfactual thinking reminds us to be wary of putting too much weight on the progress we might see after an intervention is implemented, since observation alone is likely not enough to determine if the progress we’re seeing would have happened anyway. 

 (RCTs), however, provide a much stronger basis for determining cause. The charity evaluator GiveWell explains that since RCTs allow direct comparison between a treatment group (in which the intervention is implemented) and a control group (in which no intervention is implemented), “

it is generally presumed that any sufficiently large differences that emerge between the treatment and control groups were caused by the program


While many donors are content to fund any cause that’s doing good, those interested in effective giving believe we can maximise our impact by comparing charities and programs to find and fund those that do 

 good. Since there are so many problems in the world, and so much suffering, it stands to reason that — similar to triaging at an emergency room — we’d want to put our energies where they’ll have the biggest impact. Donors who prefer this approach are, in essence, considering the counterfactuals of their choices. For example, they might think something like: it’s true that by donating to most organisations, I will likely be doing 

 good. But what would happen if I made a different choice? Are there alternative choices that would allow me to do 

 page explores this topic in more depth.)

Evaluating neglectedness and replaceability

There’s another useful counterfactual to consider when making decisions: namely, that someone else may take the action you’re considering even if you don’t take it yourself. In other words, what are the 

We can better understand this by discussing one of the 

key criteria effective altruists use for determining which cause areas to work on

It’s tempting to get involved in the causes we hear about the most — the latest disaster dominating the media or the societal issues that most frequently come up in conversation. This results, though, in some causes having a “funding overhang,” meaning that there is more funding available than can be efficiently used — the infrastructure for 

resources.  In other words, an organisation is not as equipped to efficiently translate the influx of funding into tangible progress and cost-effective programs right away, increasing the chances that your money is waiting in a backlog instead of making an immediate difference. In this case, continuing to flood the cause with funds is likely not as useful (though it still may do good in 

) while sending physical goods, in some cases, can even do harm.

 is, in essence, exploring the counterfactual: 

what would others do if I didn’t work on/fund this particular cause?

 This can help us increase our impact by focusing on causes that aren’t getting much attention, and as such, may be more in need of resources.

Counterfactual thinking can also be used in the context of career decisions — to determine what would happen if you didn’t take a particular role. Would someone else better suited to the role take it on instead, thereby creating more impact that you could have? The organisation 80,000 Hours, which explores how to choose an impactful career, 

warns that this concept, termed “replaceability,” can be taken too far

 help highlight the importance of fit when deciding where to place your energies.

Adding counterfactual thinking to your impact toolbox

Whether you’re new to counterfactual thinking or already consider yourself a pro, I hope this article helped illuminate a few of the ways exploring counterfactuals can help us maximise our impact. While there will always be uncertainty when exploring hypotheticals, using stronger reasoning and putting more weight behind established tools like RCTs is certainly better than crossing our fingers and hoping for a 90s movie happily-ever-after! By asking the right “

 questions at the right times, we can be 

 confident that we’re putting our funds and energies into 

good than something else we might do instead.


1. A 2006 Disease Control Priorities report had this to say about international disaster relief efforts: “The international community, eager to demonstrate its solidarity or to exercise its ‘right of humanitarian intervention,’ undertakes its own relief effort on the basis of the belief that local health services are unwilling or unable to respond. Donations of useless medical supplies and medicines and the belated arrival of medical or fact-finding teams add to the stress of local staff members who may be personally affected by the disaster. The cultural disregard of the humanitarian community to cost-effective approaches in times of disaster and the tendency to base decisions on perceptions and myths rather than on facts and lessons learned in past disasters contribute to making disaster relief one of the least cost-effective health activities.” Disease Control Priorities in Developing Countries, Second Edition (DCP2), The World Bank, Chapter 61 , Natural Disaster Mitigation and Relief, Claude de Ville de Goyet, Ricardo Zapata Marti and Claudio Osorio, 2006.

Adding counterfactual thinking to your impact toolbox can help you make better decisions and think more clearly about the potential consequences of your actions. 

What is counterfactual thinking and why should you care about it?

Hello and welcome to our August Newsletter!

August has been a big month for effective giving and Giving What We Can! We launched our new 

 in partnership with Longview Philanthropy, 

 to its top charities and a new fund, and our co-founder William MacAskill released his new book, 

; we’d love you to apply if you’d like to grow your advocacy for effective giving. A 

new tool to make volunteering with Giving What We Can easier

 has also been launched. Check out the tool to see what volunteering opportunities are available. They range from short tasks to longer engagements.

We also had our new Director of Research, Sjir Hoeijmakers, join our team this month. Sjir previously worked at Founders Pledge as a Senior Researcher. We’re excited for him to get started!

The Longtermism Fund directs funding to highly effective organisations working to safeguard the long-term future of humanity. These organisations generally work to reduce the global catastrophic and existential risks that face humanity, though the fund also supports work that improves, promotes, and implements 

Changes over at GiveWell and what this means for us

 that it is changing the criteria for its top charities. As part of this change, it is raising its cost-effectiveness bar and lowering its risk tolerance.

Blog

Announcement: Renaming of legal entity to Effective Ventures Foundation

Rutger Bregman on Effective Giving: Interview with Effektiv Spenden

What is counterfactual thinking and why should you care about it?

August Newsletter 2022

Update to our recommended Global Health and Development charities

Joey Savoie: Making it easier for great charities to exist

Using expected value when donating to charity — and day-to-day

What We Owe The Future: A review and summary of what I learned

Simran Dhaliwal: Funding projects to save future generations at Longview Philanthropy

Member Profile: Peter Jensen