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Larissa Hesketh-Rowe

Linchuan Zhang

 [Interview] Why Derek Thompson of The Atlantic took the Giving What We Can pledge

Derek Thompson is a senior editor at The Atlantic, writing on a wide range of topics such as technology, economic policy and behavioural psychology. One of his best known pieces is The Atlantic magazine cover story 

, which delves into the impact technology may have on the future of employment as we know it. We interviewed him on why he took the 

A couple of years ago Derek met Will and Amanda MacAskill while staying in New York. Huddled in a kitchen drinking beer with Will, he started to wonder if you could really do more good for the world working on Wall Street than for Wateraid.

Since then Derek has done a lot of research into effective giving, promoting the idea that those in the global north can do a tremendous amount of good with their wealth, especially if they think “scientifically rather than sentimentally”.

Workers distributing mosquito nets on behalf of the Against Malaria Foundation in Malawi

When his mother passed away from cancer Derek did something incredible to honour her memory. He 

donated a thousand dollars for every year of her life

 to help hundreds of others whose mothers were at risk.

We were very excited to have Derek take the 

 committing 10% of his incoming to effective charities. Derek very kindly spoke with us via email about his experiences.

 Derek, why have you decided to take the Giving What We Can pledge?

 I wanted to pre-commit myself to doing something that I know is right and good: To make a point, every year, to donate a significant amount of my income to a profoundly good cause.

, which are recognized by GiveWell to be two of the most effective charities in the world.

 Will this affect the way you do journalism? Do you want to write about pressing causes or high-impact social movements? How does your work writing on economics and labour markets relate to your views about effective altruism?

 I think journalists have an obligation to write about issues of great importance that escape the everyday attention of most people, and effective altruism offers a great frame through which to find those 

 What would you say to someone hesitating about whether to take the pledge?

 The typical family spends about ten percent of its income on food. That’s about 5,000 dollars for a typical household each year. For that amount, the Against Malaria Foundation estimates that you could buy enough malaria nets to save a life. By donating an extra breakfast, lunch, and dinner each day for one year, you can save a life. That seems like a pretty compelling deal.

Thank you to Derek for sharing his story. If you would like to follow Derek’s work 

We would love to hear why you started giving, so please get in touch on 

If you’re wondering what you could achieve with your donations have a look at our 

Ben Rhodes

Why you should apply for the September Internship

Forget what you think you know about summer internships: two weeks at the Centre for Effective Altruism is quite unlike any other work experience. From the get-go you are immersed into a dynamic, startup environment brimming with intellectual excitement and a sense of community. If you are looking for the 

guidance to make it as impactful as possible

opportunity to make lasting friendships along the way

Before I began my internship with Giving What We Can I was asked to reflect on my skillset and select a project from a wide range of possibilities. I was encouraged to discuss projects with relevant staff members, reshape them to suit my background, and even design a new one from scratch if I so desired. I was given the freedom to innovate and organise my own schedule, running contrary to my standard model of internships as micro-managed drudgery. In the end, I decided to capitalise on my experience founding and running an Effective Altruist society by working on a project to create and grow university chapters.

Depending on the nature of your personal project, you are allocated a supervising member of staff and a team of fellow interns working on related tasks. This really is the premier design feature of the internship; 

by having a close-knit team to share ideas with and generate instant feedback, your learning cycle is much faster

. You don’t have to wait for someone more senior to validate your work constantly. Plus, by working in teams, you quickly build up friendships with smart, insightful people. If I had to single out the most significant belief I updated on because of the internship, it would be this: 

the importance of growing your network of effective altruist contacts, and sharing knowledge within that network, is hard to overestimate

I have only scratched the surface of what the internship has to offer: outside of working hours is where the real fun begins. Lunchtimes start with the renowned wrap buffet, courtesy of CEA, designed to overwhelm you with a smorgasbord of wrap fillings. Any altruist worth their iodised salt will demonstrate their wrapmanship at the lunchtime table. Can you navigate the 

? Be warned: your strategic sauce selection skills are being scrutinised.

The Giving What We Can team go to impressive lengths to ensure your time outside the office is just as engaging as that spent in it. We had the ominous ‘Bill Spectre’ conduct us on a horrifying yet hilariously tongue-in-cheek ghost tour of Oxford’s charming cobbled lanes. We paid a visit to the board game café ‘Thirsty Meeples’ and were - yet again - overwhelmed with choice. One standout game was ‘Pandemic’: a cooperative strategy game where each player is a specialist member of the Centre for Disease Control. You have to leverage your unique skills and coordinate with your team to save the world from viral annihilation. If CEA ever pivot into board game design, the outcome would look a lot like Pandemic. Other activities include picturesque picnics in Christ Church meadow and super-stimulating, pint-fuelled conversations at pubs all over Oxford. I can recall one occasion when a hedonist philosopher - who wrote a paper on how to have a 

 - generously bought rounds for all present.

I really could go on for long, long time about how exhilarating the internship experience was. If what I’ve said so far has sparked an interest, then feel free to get in contact with me to ask more questions. Or, if you are already sold, go ahead and apply - the application process is quick and straightforward.

Thomas Sittler

What it's like to intern at Giving What We Can

This summer I spent two months working at Giving What We Can’s Oxford offices as an intern. It was an 

incredibly valuable experience and I encourage anyone with an interest in extreme poverty alleviation to 

. You can find more information about doing a summer internship at Giving What We Can 

 (CEA), the organisations Giving What We Can is part of, shares the office the 

. This means that even though the Giving What We Can team is small, there are constantly 

opportunities to talk to, learn from, and socialise with a much larger group of people who are all trying to improve the world as much as possible

. I doubt I’ve ever met so many great people in a two-month period before.

the best way to learn about effective altruism

. I had read about effective altruism a little bit, mostly from the perspective of global poverty, but being there just doesn’t compare to reading things online (although there is a lot of very high-quality material 

). There was always an interesting conversation going on, and someone I could test my ideas on or ask to explain something. New concerns and old critiques of effective altruism are discussed frequently and openly. Among the interns, there were very varying degrees of commitment to the ideas of effective altruism, but everyone was very serious about genuinely helping their organisation and creating top-quality output.

Giving What We Can takes good care of its interns.

 I first noticed this when I explained that I didn’t have accommodation in Oxford for the summer, and they replied that I could stay in a house which was shared between interns and employees of CEA. But this was certainly not the last example.

. For instance, after one or two weeks working on outreach (encouraging people to start local Giving What We Can chapters), I noticed that this work was probably not a great personal fit for me. I came up with a couple of things that I thought would be a better fit for my skills, one of which was to work on tax deductibility in France for our recommended charities (I’ve lived in Paris for 14 years). The team welcomed these ideas – they operate under the principle that each intern is in the best position to figure out what would be the highest-impact thing for them to do.

Some of the other projects I worked on included translating the effective altruism landing page into French, improving our chapter ‘starter packet’ and writing two research reports on promising interventions. Doing so many different projects really drove home the 80/20 rule: the 80% of the value comes form 20% of what you do. For instance, I spent perhaps 5-8 times more time and energy on my first research project than on my second, but I am not sure the first one was much more valuable. My internship taught me to ruthlessly prioritise, something I became better at but still have room for a lot more progress on.

“Work smarter, not harder” is a cliché of self-help, but CEA is an organisation that has really internalised it. CEA recognises that making its people more productive is a very high-leverage action, and worth investing a lot of resources into. I could always turn to some of my very knowledgeable colleagues for advice on how to work more efficiently, and this idea is baked into the office culture, with things like morning check-ins, monthly feedback sessions, lunchtime talks, and a personal mentor for each employee or intern.

I grew a lot as a person during this internship. It was a 

fun and supportive environment where I felt free to try things and fail

. I was shocked by how often my colleagues offered to take time out of their workday to upskill me – whether about multiple regression, GitHub, how to write a good cold email, or how to plan my day.

For any of these aspects alone, the internship would have been worth my time. 

It’s a great way to help the world while helping yourself develop. If you’re considering applying to be an intern at Giving What We Can or the Centre for Effective Altruism, hesitate no more and go for it!

Sebastian Roing

Out of the box and into this world: behavioural economics and international development

Studies show that people often make bad decisions. Annoyingly bad decisions, for annoyingly petty reasons. Like that time you procrastinated getting back to a friend, for no obvious reason, and it turned out you missed out on a nice dinner, an evening at the pub or some such. In fact, you probably didn’t need studies to inform you that you sometimes make bad decisions. You knew that perfectly well already.

But there is an incredible value to knowing people, in general, are not rational decision-makers. And there is an even higher value to knowing what specific biases influence their decisions and what lapses in judgement people are prone to commit. This value consists in being able to design policy interventions that 

, flagship publication of the World Bank. In this blog article I will outline the thinking behind the WDR and highlight a few promising opportunities for low-cost interventions.

 looks at how small changes in the costs of applying to college affected application rates for students from low-income households. The small changes in costs originated from score reports of standardized tests, such as the ACT, that have to be sent by the test administrator directly to American colleges. In this case, the number of score reports that were sent free of charge increased from 3 to 4. Sending additional reports incurred a small cost of $6. What happened was that the mean number of score reports sent increased from almost exactly 3 to almost exactly 4. The effect was the same across low-income and high-income households.

Why is this strange? Well, it suggests that the students didn’t weigh the costs of sending an additional score report against the potential benefits, they simply went with the default option. Unthinking acceptance of default options seems to be pervasive in human societies, and in some cases it may have huge consequences. The students from low-income households in the example above were foregoing, on average, an additional $10,200 of lifetime earnings by not sending an additional $6 score report.

Automatic acceptance of default options is only one of many cognitive biases that people are subject to. Others include anchoring (an excessive focus on a single piece of evidence, usually the first one presented, when making a decision) and confirmation bias (the tendency to search for, interpret and focus on information in a way as to confirm your preconceived ideas).

These biases, recurring systematically and pervasively, are not in accordance with the underlying assumption of rational, utility-maximizing agents of economic models. 

 do what they would really want to do. They fall in the traps of automatic thinking and pre-defined mental models.

This implies that a heavy usage of economic models with rational agents can lead to a situation in which we ignore 

incredible opportunities to improve people’s lives through interventions that recognize their cognitive biases.

 What’s more, this is particularly relevant for development policy, as 

poor countries lack many of the institutions that make good decisions default options in the West

Figure 1: Good luck maximizing utility, baby.

The World Development Report 2015 draws heavily on the work of behavioural economists Daniel Kahneman and Amos Tversky, and for an overview of their research I would really recommend 

Three principles of human decision-making

In the World Development Report 2015, the World Bank sets up a framework where human decision-making is characterized by three principles.

 Lots of decisions we just make automatically, without much effort or consideration. Accepting the default option is one example of automatic thinking. Hence, 

minor changes to the decision-making environment can have disproportionate effects on outcomes and aggregate well-being.

 Such changes may relate to the timing of the decision or the design of the documents relevant for the decision.

One example comes from Mexico City, where people from low-income households were invited to pick the best $800, one-year loan from a randomized list of loan products representative of the local market. A mere 39% could identify the lowest-cost product from the brochures distributed by the banks themselves. However, 68% could do so with the help of a consumer-friendly leaflet designed by the Consumer Financial Credit Bureau. Making it easier for people to select what they want improves aggregate well-being.

Another example comes from India, where a study by Mani et. Al. (2013)

 showed how financial distress can deplete mental resources needed for important decisions. In the part of India studied, 99% of sugar cane farmers were indebted just before harvest, as opposed to 13% just after the harvest when farmers had received most of their income for the season. The financial distress had a considerable impact on farmers’ mental resources. In a series of cognitive tests, farmers performed consistently worse before harvest relative to after harvest, controlling for other factors such as sleep, work hours, nutrition etc. The mental depletion corresponded, on average, to the lack of a full night’s sleep.

With this in mind, it is perhaps less surprising that another study (Duflo, Kremer & Robinson, 2011)

 found that farmers on average make significantly higher-return investments in fertilizer straight after harvest relative to later in the season. Policy makers should therefore take real care in the timing of important decisions for the poor. Information about better seeds and crops should be distributed 

 harvest, not before, and farmers should be able to decide on theirs children’s schooling 

 Humans are social animals and have innate preferences for cooperation and altruism. We are strongly affected by the social norms in our communities. This is why prevalent corruption can largely be considered a social phenomenon – if you think everyone else will accept a bribe in your position, there is little stopping you from doing so yourself. Opportunities to change social norms exist at large.

An illustrative example of this is included in 

 by Abhijit V. Banerjee and Esther Duflo. Here we are told of school funds in Uganda, and that only 13% of the intended funds ever reached the right schools in the late 90s. After this had been publicized, there was an uproar, and the Ministry of Finance started providing the main national newspapers with statistics on how much money had been sent to local schools. The hypothesis was that the money got stuck in the pockets of local officials. 5 years after, more than 80% of the school funds reached their intended destinations.

 We use a variety of mental models when we think, passed down to us by history and culture. They are not necessarily social norms in the sense that they apply pressure on us to act in a specific way, but they are rather ways of thinking that are easily accessible. Thinking that people are rational is in some sense a mental model, particularly common amongst economists.

An example of how changes to institutions can help change mental models comes from the West Bengal in India. Here, affirmative action led to some regions having women leaders for the first time ever. Only seven years after the leaders had been elected, aspirations for teenage women were much higher. And perhaps more importantly, parents’ aspirations for their teenage daughters were higher and men’s bias in evaluating women in leadership positions was reduced (Beaman et Al, 2012)

Low-cost interventions that change behavior systematically look really promising from a development perspective. Particularly since many of the results in the World Development Report and those mentioned throughout this text have been asserted using robust statistical techniques, primarily randomized control trials. 

Improving decision-making environments and making good choices default options can and should improve well-being in the future. Finding such opportunities should be a clear focus for development professionals.

As a last note, we should always be aware of our own mental models and cognitive biases when thinking about development and policy interventions. And we should make sure that personal liberty is not unjustly compromised in the process of development. 

, by recognizing cognitive biases, shouldn’t be considered an infringement on personal liberty. In the words of John Stuart Mill:

[It] is a proper office of public authority to guard against accidents. If either a public officer or anyone else saw a person attempting to cross a bridge which has been ascertained to be unsafe, and there were no time to warn him of his danger, they might seize him and turn him back, without any real infringement of his liberty; for liberty consists in doing what one desires, and he does not desire to fall into the river. (Mill, 1859)

James Snowden

We look at the evidence regarding the economic benefits of malarial eradication

The Economic Benefits of Malaria Eradication

Estimates of the cost-effectiveness of malarial prevention have tended to focus on the number of deaths which can be averted. 

 currently estimates that it costs $2,838 to avert one death from malaria.

There may however be supplementary reasons to favour these interventions. In particular, improving the health of the population has important knock-on effects on economic productivity. This post gives an overview of the evidence regarding the extent to which fighting malaria can lead to economic growth and the various mechanisms by which this may occur.

Assessing the aggregate economic system-wide effects of health interventions is a difficult process and as a result there remains considerable uncertainty about the overall economic impact of malaria reduction. Nevertheless, we believe that, on balance, 

it seems likely that reducing malaria prevalence may have a substantial positive impact on long term productivity through a mechanism analogous to that of mass deworming.

Developmental, educational and cognitive effects: Getting malaria as a child substantially affects lifetime income

Recently, there has been increased attention on the long term productivity impact of having malaria early in life. This is similar to the case for 

 and potentially hugely important. There are a number of plausible mechanisms by which getting malaria early in life could have a long term impact on future earnings:

Malaria exposure impacts cognitive performance directly

Malaria in pregnant women produces anemia which is associated with worse cognitive development

Disruption to education caused by malaria may have a long term impact on future earnings

Catastrophic health expenditures may limit resources which can be invested in human capital by the family

The long timescales involved and the many confounding factors makes the extent of this impact difficult to evaluate.

One important study by Bleakley (2010) uses a difference-in-differences method to compare the average yearly income of cohorts born shortly before and after malaria eradication campaigns in Latin America and the USA. It found that cohorts born after the anti-malaria campaign in infected areas earned approximately 25% more than the previous generation, after controlling for the differences between cohorts in malaria-free areas. The equivalent number for the USA was 12%.

These are very substantial results (the increases apply to the whole population rather than just those infected with malaria) but have limited external validity because the data examined were from Latin America and the US (where the predominant strain of malaria differs substantially in its effects to the predominant strain of malaria in Sub-Saharan Africa

), and the 1920s in the US and 1950s in Latin America (when the economic ecosystem was very different).

An additional study by Barofsky (2011) in Uganda found that malaria eradication produced 0.3 more years of schooling in the intervention area compared to the rest of Uganda, which corresponds to an annual income gain of between 3% and 11% depending on the conversion rate used

. While these effects are less substantial than the Bleakley paper they are important for two reasons. First, they have greater external validity in Sub Saharan Africa. Second, because the prevalent strain of malaria in Uganda has a higher mortality rate, the results include the countervailing selection effect of removing lower lifetime income people from the population. Barofsky found that the long term impact of malarial prevention on productivity is substantial, even net of this selection effect. 

Barofsky’s paper lends credence to the belief that malaria eradication could have long term productivity effects

 although we would welcome further research in this area.

Costs to individuals and health care system: treating malaria is very expensive, preventing malaria is very cheap

The most direct economic benefit to reduced malaria prevalence is the associated reduction in household health expenditures. Getting malaria is not only deadly but it’s also very expensive. This cost is relatively easy to measure. Household expenditure on malaria treatment in Malawi ranges from about 7% of household income for the average household to 32% of household income for the poorest groups.

 In countries with undeveloped healthcare systems, where out of pocket health expenditures are common, 

malaria can lead to catastrophic health expenditures and financial impoverishment

Where healthcare costs are subsidised, the direct costs of treating malaria fall on the government. The 2015 WHO World Malaria report estimates that, since 2000, 263 million cases of malaria which would have been treated in the public sector have been averted. This is equivalent to a $900m saving for government budgets, of which $610m is attributable to distribution of ITNs/LLINs.

 The 2011 version of the same report noted that “in Rwanda it has been estimated that while it would cost US$ 265 million to sustain the malaria control programme over the next five years, the public health system could avert about US$ 267 million in the costs of diagnosing and treating malaria; and households could avert about US$ 547 million in direct and indirect costs, equivalent to about 7% of household income.”

Figure 1: Estimated number of fever cases seen at public health facilities in Africa in 2015 according to different levels of ITN

for a given number of cases prevented/treated, preventative strategies have an advantage over treatment because they avoid catastrophic health expenditures and reduce the burden on the public health system (see Figure 1).

Labour productivity benefits: are people less productive due to malaria?

The economic cost of malaria is not limited to the direct costs of treatment. Working when you are seriously ill is very unpleasant. As a result, the sick take time off work (or at least are less productive) and those with sick children take time off to care for them.

Time lost per episode varies significantly across settings due to the variability of different types of malaria strains, type of economic activity and access to treatment amongst other factors. The average time lost per adult varies between 1 and 5 days.

 One recent RCT found that a group of farmers who were assigned bednets increased their harvest value by 15%

 have questioned the validity of this result due to baseline imbalances between the treatment and control groups). However, 

there remains considerable debate as to how much malaria impacts short term productivity

. For example, in Malawi, only 52% of adults reported that their illness affected their work.

 Moreover, a larger RCT which looked at 81,597 smallholder contract farmers in 1,507 clusters found no significant impact on cotton production from bednet distribution.

 One possible explanation for this result is that when people are ill they deprioritise less lucrative activities such as basket weaving rather than cotton farming. 

It seems likely that people who have malaria are less productive in the short term but the scale of this impact is highly uncertain.

Evidence on the macroeconomic effects of malarial eradication

Macroeconomic impact of health improvements is particularly difficult to measure. Early attempts used simple country cross-sectional regressions of health on GDP per capita

 but these seem doomed to failure because of omitted variable bias and the causal circularity of health and income (improved health may lead to increased income but increased income also leads to improved health). As a result, much of the literature prefers to extrapolate overall macroeconomic impact from microeconomic productivity gains.

More promising is the use of time-series data and simulations to evaluate the impact of a health shock on income per capita. Ashraf et al. simulated the impact of the immediate eradication of two diseases, malaria and tuberculosis.

 They found that, while the eradication of tuberculosis may lead to immediate increases in income per capita, the eradication of malaria may lead to short term reductions in income per capita. The difference is explained by the different demographic effects of the two diseases. While tuberculosis primarily affects workers in their prime, malaria disproportionately kills children under the age of 5. Malarial eradication therefore increases the dependency ratio of children to workers in the short term, leading to a fall in income per capita. In the long term, declining endogenous fertility rates, combined with the productivity improvements discussed above mean income per capita rises again (see Figure 2).

Figure 2: Simulated impact of elimination of malaria and tuberculosis on income per capita (from Ashraf et al.)

These results have been thoughtfully critiqued by Bleakley.

 While Bleakley agrees that demographic effects mean the impact of malaria eradication is likely to be realised in the long term rather than the short term, he notes, among other things, that the mechanisms through which malaria impacts productivity may not be limited to cases of acute fever (which is assumed by Ashraf et al.) but rather may have more insidious effects on long term productivity. Bleakley concludes that Ashraf’s estimates may be an order of magnitude too low. The debate seems to hinge on the scale of these long term productivity effects, which are discussed above.

Blog

[Interview] Why Derek Thompson of The Atlantic took the Giving What We Can pledge

Why you should apply for the September Internship

What it's like to intern at Giving What We Can

Out of the box and into this world: behavioural economics and international development

The Economic Benefits of Malaria Eradication

Why I not only give what I can but also campaign for Giving What We Can

Could parasites be making vaccinations less effective in developing countries?

Did iodized salt raise the IQ of 50 million Americans by 15 points?

Why I am taking the pledge this New Year's

Why you should be public about your good deeds