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UIL Number Sense Tricks Manual. The latest edition of my Number Sense Manual: Number Sense Tricks (Rev A) // 4-12-2018. If you have any individual questions on how to quickly solve test problems, feel free to e-mail me at:. I’ve already gotten about a hundred inquiries and I always like getting feedback from users, so thanks! 24 English WORKBOOK Solution Set. NumberSense Workbook 24 Solution Set Copyright Brombacher and Associates (2020) i.
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Where do you send your child for the best education? Big Data. Which airline should you choose to ensure a timely arrival? Big Data. Who will you vote for in the next election? Big Data.
The problem is, the more data we have, the more difficult it is to interpret it. From world leaders to average citizens, everyone is prone to making critical decisions based on poor data interpretations.
In Numbersense, expert statistician Kaiser Fung explains when you should accept the conclusions of the Big Data experts--and when you should say, Wait . . . what? He delves deeply into a wide range of topics, offering the answers to important questions, such as:
How does the college ranking system really work?
Can an obesity measure solve America's biggest healthcare crisis?
Should you trust current unemployment data issued by the government?
How do you improve your fantasy sports team?
Should you worry about businesses that track your data?
Don't take for granted statements made in the media, by our leaders, or even by your best friend. We're on information overload today, and there's a lot of bad information out there.
Numbersense gives you the insight into how Big Data interpretation works--and how it too often doesn't work. You won't come away with the skills of a professional statistician. But you will have a keen understanding of the data traps even the best statisticians can fall into, and you'll trust the mental alarm that goes off in your head when something just doesn't seem to add up.
Praise for Numbersense
Numbersense correctly puts the emphasis not on the size of big data, but on the analysis of it. Lots of fun stories, plenty of lessons learned--in short, a great way to acquire your own sense of numbers!
Thomas H. Davenport, coauthor of Competing on Analytics and President's Distinguished Professor of IT and Management, Babson College
Kaiser's accessible business book will blow your mind like no other. You'll be smarter, and you won't even realize it. Buy. It. Now.
Avinash Kaushik, Digital Marketing Evangelist, Google, and author, Web Analytics 2.0
Each story in Numbersense goes deep into what you have to think about before you trust the numbers. Kaiser Fung ably demonstrates that it takes skill and resourcefulness to make the numbers confess their meaning.
John Sall, Executive Vice President, SAS Institute
Kaiser Fung breaks the bad news--a ton more data is no panacea--but then has got your back, revealing the pitfalls of analysis with stimulating stories from the front lines of business, politics, health care, government, and education. The remedy isn't an advanced degree, nor is it common sense. You need Numbersense.
Eric Siegel, founder, Predictive Analytics World, and author, Predictive Analytics
I laughed my way through this superb-useful-fun book and learned and relearned a lot. Highly recommended!
Tom Peters, author of In Search of Excellence
240 pages, Hardcover
First published January 1, 2013
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Survey Survival Game, Secret Pacts, and Aided Recall (c)
Each chapter is inspired by a recent news item in which someone made a claim and backed it up with data. I show how I validated these assertions, by asking incisive questions, by checking consistency, by quantitative reasoning, and sometimes, by procuring and analyzing relevant data.
NUMBERSENSE is the one quality that I desire the most when hiring a data analyst; it separates the truly talented from the merely good. I typically look for three things, the other two being technical ability and business thinking. One can be a coding wizard but lacks any NUMBERSENSE. One can be a master storyteller who can connect the dots but lacks any NUMBERSENSE. NUMBERSENSE is the third dimension.
NUMBERSENSE is that noise in your head when you see bad data or bad analysis. It’s the desire and persistence to get close to the truth. It’s the wisdom of knowing when to make a U-turn, when to press on, but mostly when to stop. It’s the awareness of where you came from, and where you’re going. It’s gathering clues, and recognizing decoys. (c)
In analyzing data, there is no way to avoid having theoretical assumptions. Any analysis is part data, and part theory. Richer data lends support to many more theories, some of which may contradict each other, as we noted before. But richer data does not save bad theory, or rescue bad analysis. The world has never run out of theoreticians; in the era of Big Data, the bar of evidence is reset lower, making it tougher to tell right from wrong. (c)
When more people are performing more analyses more quickly, there are more theories, more points of view, more complexity, more conflicts, and more confusion. There is less clarity, less consensus, and less confidence. (c)
More data inevitably results in more time spent arguing, validating, reconciling, and replicating. All of these activities create doubt and confusion. There is a real danger that Big Data moves us backward, not forward. It threatens to take science back to the Dark Ages, as bad theories gain ground by gathering bad evidence and drowning out good theories. (c)
One aspect of the Wolverine Scholars Program was curious, and immediately stirred much index-finger-wagging in the boisterous law-school blogosphere: The applicants do not have to submit scores from the Law School Admission Test (LSAT), a standard requirement of every applicant to Michigan and most other accredited law schools in the nation. Even more curiously, taking the LSAT is a cause for disqualification. (c)
With this in mind, we play Admissions Dean for a day. Not any Admissions Dean but the most cynical, most craven, most calculating Dean of an elite law school. We use every trick in the book, we leave no stones unturned, and we take no prisoners. The U.S. News ranking is the elixir of life; nothing else matters to us. It’s a dog-eat-dog world: If we don’t, our rival will. We are going upstream, so that standing still is rolling backwards. (c) Shaking in my boots. Me. With laughter.
The design of the surveys is puzzling. Why do they expect the administrators of one school or the partners of one law firm to have panoramic vision of all 200 law schools? The rate of response for the professional survey is low, below 15 percent, and the survey sample is biased as it is derived from the Top Law Firms ranked by none other than U.S. News.
... such grumbling is pointless, and has proven futile against the potent marketing machine of U.S. News. The law school ranking, indeed any kind of subjective ranking, does not need to be correct; it just has to be believed. (c)
In our time, we have come to adopt all types of rating products with flimsy scientific bases; we don’t think twice while citing Nielsen television ratings, Michelin ratings for restaurants, Parker wine ratings, and lately, the Klout Score for online reputation. (c)
A job is a job is a job. Not everyone can be an associate in Big Law. We tally up all jobs, part-time as well as fulltime, temporary as well as permanent, at big shops as well as at mom-and-pop firms, those requiring Bar passage as well as those that don’t. Blending frappuccinos at Starbucks, selling T-shirts at American Apparel, delivering standup comedy at the local bar: These are all legitimate jobs. We call up our friends in high places, courthouses for instance, and arrange for short-term apprenticeships, funded by the law school, of course. In case that’s not enough, we hire from within. Our research labs, our libraries, and our dining halls can take extra help. Surely, creating jobs for downtrodden students saddled with unsustainable debt is the morally right thing to do. Let’s offer temporary positions to one batch of students at graduation, before they fill out the first survey. After six months, we shift the jobs to a second group, in ample time for the second survey. (c)