Memo to:Oaktree Clients

From:

Howard Marks

Re:

Uncertainty

I wrote a memo a week for six weeks starting on March 3, but I’ve skipped the last three weeks.
First, the string had to end sometime. And second, I try to adhere to the principle that if I don’t haveanything additive to say, I don’t write. Hopefully you’ll find this one worth reading.

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Our inability to know the future is a theme I’ve touched on repeatedly over the years, but now I’ve
decided to devote an entire memo to it. Being at home for nearly two months means I’ve had a lot oftime on my hands, like everyone else. And it’s a good thing, because getting philosophical musings
down on paper is a lot harder than writing about current events and what to do about them.

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And while I’m explaining myself, I’ll apologize up front for the number of citations and their length– but there’s so much wisdom I want to share.
All We Don’t Know

As everyone knows, today we’re experiencing unprecedented (or at least highly exceptional)
developments in four areas: the pandemic, the economic contraction, the oil price collapse and theFed/government response. Thus a number of considerations make the future particularly
unpredictable these days:
The field of economics is muddled and imprecise, and there’s good reason it’s called “thedismal science.” Unlike a “real” science like physics, in economics there are no rules that
one can count on to consistently produce a given outcome, as in “if a, then b.” There are only
patterns that tend to repeat, and while they may be historical, logical and often-observed,
they’re still only tendencies.
In some recent memos, I’ve mentioned Marc Lipsitch, Professor of Epidemiology at
Harvard’s T.H. Chan School of Public Health. In my version of his hierarchy, there are (a)facts, (b) logical inferences from past experience and (c) guesses. Because of the imprecisionof economics, there certainly are no facts about the economic future. Economists andinvestors make inferences from past patterns, but these are unreliable at best, and I think inmany cases their judgments fall under the heading of “guesses.”
These days I’m often asked questions like “Will the recovery be V-shaped, or a U, W or L?”
and “Which of the crises you’ve lived through does this one most resemble?” Answering
questions like those requires a historical perspective.
Given the exceptional developments enumerated above, however, there’s little or no history
that’s relevant to today. That means we don’t have past patterns to fall back on or to
extrapolate from. As I’ve said, if you’ve never experienced something before, you can’t
say you know how it’s going to turn out.
While unique developments like those of today make forecasting unusually difficult, thepresence of all four elements at once probably renders it impossible. In addition to the

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difficulty of understanding each of the four individually, we can’t be sure how they’llinteract. For example:
o Will the massive, multi-faceted Fed/Treasury program of loans, grants, stimulus andbond buying be sufficient to offset the unparalleled damage done to the economy by
the fight against Covid-19?
o To what extent will reopening bring back economic activity, and to what extent willthat cause the spread of the disease to resume, and the renewal of lock-downs?

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How many people have it, including those who are asymptomatic?
How likely is contact with someone who’s infected to create another case?
To what degree will distancing and masks deter its spread?
Will the cases be severe, mild or asymptomatic? Why?
Will the supply of protective gear for medical personnel, hospital beds and ventilators beadequate?
Will a treatment be developed? To what extent will it speed recovery and prevent fatalities?
What will the fatality rate be relative to age, gender and pre-existing conditions? Will theimpact of the disease on young people worsen?
Will people who’ve had it and recovered be immune? Will their immunity be permanent?
Will the virus mutate, and will immunity cover the new forms?
Will it be possible to inject antibodies to prevent infection?
How many people have to be immune for herd immunity to effectively stop the further
spread?
Will social distancing delay the achievement of herd immunity? Is the Swedish approachbetter?
Will a vaccine be invented? When? How long will it take to produce and deliver the needed
doses? Where will the U.S. stand in the line to get it?
How many people will refuse to be vaccinated? With what effect?
Will vaccination have to be renewed annually?
Will the virus succumb to warm weather and humidity?
Will the virus be with us permanently, and will it be controllable like “just another seasonaldisease”?

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For investors, the future is determined by thousands of factors, such as the internal workings of
economies, the participants’ psyches, exogenous events, governmental action, weather and otherforms of randomness. Thus the problem is enormously multi-variate. Take the current situation,with its four major components (Covid-19, the economy, oil and the Fed), and consider just one: thedisease. Now think about all the questions surrounding it:

Where am I going with this? My point is that very few people can balance all these considerations tofigure out our collective risk. And that’s just Covid-19. Now think about the many questions thatpertain to each of the three other factors. Who can respond to this many questions, come up withvalid answers, consider their interaction, appropriately weight the various considerations on
the basis of their importance, and process them for a useful conclusion regarding the virus’s
impact? It would take an exceptional mind to deal with all these factors simultaneously and reach abetter conclusion than most other people. (I believe a computer couldn’t do so either, especiallygiven all the subjective decisions required in the absence of historic precedent.)2© 2020 Oaktree Capital Management, L.P.

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The challenge lies in trying to be above average in assessing the future. Why is that so hard?
First of all, forecasting is a competitive arena. The argument for the difficulty of out-forecastingothers is similar to the argument for market efficiency (and thus the limitations of active
management). Thousands of others are trying, too, and they’re not “empty suits.” Many of them
are educated, intelligent, numerate, hard-working, highly motivated and able to access vast amountsof data and computing power. So by definition it shouldn’t be easy to be better than the average.

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In addition, since economics is imprecise, unscientific and inconsistent in its functioning, as
described above, there can’t be a method or process for forecasting that works consistently. To
illustrate randomness, I say that if, when I graduated from business school, I was offered a hugebudget, an army of PhDs and lavish financial incentives to predict the coin toss before each Sunday’s
football games, I would have been a flop. No one can succeed in predicting things that areheavily influenced by randomness and otherwise inconsistent.

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Now consider the possibility that reaching conclusions is especially difficult in times of stress like
today:[Recent advances in neuroscience] suggest that we are no more than “inferencemachines” with various degrees of sophistication in how we explain our thoughts. In
other words, we use a lot of pattern-driven guesswork as we go about our daily lives
or to fill in the gaps in an incomplete narrative.
This is especially true in times of stress, as many of the mental processes that govern
our reactions are associated with an urgent search for patterns to determine our
moves. That is our snap reaction in economic or financial crises and why wecling to our repertoire of charts of V, U or L-shapes of recovery, among many.

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But, in very dislocated environments, we find serious limitations to this approach.

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Looking at the current environment, with disruptions to supply, demand, health andliquidity tensions, we could build an ensemble of the Spanish flu, the Fukushima
earthquake and components of the 2008 crisis, for example. But given the very
specific contexts of each event, we may run into endless combinations of the lessons
learnt from these events.
As a matter of fact, in a side-by-side comparison of many economic forecasts,
even similar assumptions drive very different outcomes on how this crisis willplay out. This may be a case of the “Anna Karenina principle” coined by Professor
Yossi Sheffi at Massachusetts Institute of Technology. Paraphrasing Tolstoy, while
happy economies are all alike, every unhappy economy is unhappy in its own way.
We can’t assume that the response to public health or financial interventions will besimilar across vastly different contexts. The root cause of this mistake is to look at
average responses from past events. But the reality is not like that. (Juan-Luis
Perez, head of research, Evidence Lab and Analytics, at UBS, the Financial Times,
April 22, emphasis added)3© 2020 Oaktree Capital Management, L.P.

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So forecasting is difficult for a large number of reasons, including our limited understandingof the processes that will produce the future, their imprecise nature, the lack of historicalprecedent, the unpredictability of people’s behavior and the role of randomness, and these
difficulties are exacerbated by today’s unusual circumstances.
Senior economics consultant Neil Irwin put it together very well in The New York Times on
April 16:

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The world economy is an infinitely complicated web of interconnections. We eachhave a series of direct economic interrelationships we can see: the stores we buy
from, the employer that pays our salary, the bank that gives us a home loan. But once
you get two or three levels out, it’s really impossible to know with any confidence
how those connections work.

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And that, in turn, shows what is unnerving about the economic calamity
accompanying the spread of the novel coronavirus.

In the years ahead we will learn what happens when that web is torn apart, whenmillions of those links are destroyed all at once. And it opens the possibility of a
global economy completely different from the one that has prevailed in recent
decades.
I couldn’t agree more with what Irwin says. Or, to use one of my all-time favorite quotes, from John
Kenneth Galbraith:
We have two classes of forecasters: Those who don’t know – and those who don’tknow they don’t know.

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While I’m in the subject of favorite quotes, I’ll take advantage of the occasion to share some otherson this subject that I’ve stored up over the years (I think the first one may be the greatest ever):©

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No amount of sophistication is going to allay the fact that all of your knowledge
is about the past and all your decisions are about the future.
Ian Wilson (former GE executive)
Those who have knowledge don’t predict; those who predict don’t have knowledge.
Lao Tzu

People can foresee the future only when it coincides with their own wishes, and themost grossly obvious facts can be ignored when they are unwelcome.
George Orwell4© 2020 Oaktree Capital Management, L.P.

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Forecasts create the mirage that the future is knowable.
Peter Bernstein
I never think of the future – it comes soon enough.
Albert Einstein

The future you shall know when it has come; before then forget it.

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Aeschylus

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Forecasts usually tell us more of the forecaster than of the future.
Warren Buffett

I think you get the point. I seem to be in good company in my belief that the future is unknowable.

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Having made that assertion, I’ll admit that it’s an extreme oversimplification and not entirely
correct. There actually are things we know about the macro future. The trouble is that,mostly, they’re things everyone knows. Examples include the fact that U.S. GDP grows about 2%
per year on average; heating oil consumption increases in winter; and a great deal of shopping ismoving on-line. But since everyone knows these things, they’re unlikely to be much help in the
pursuit of above average returns. As I’ve described before, the things most people expect to happen– consensus forecasts – are by definition incorporated into asset prices at any point in time. Since thefuture is usually a lot like the past, most forecasts – and especially macro forecasts – areextrapolations of recent trends and current levels, and they’re built into prices. Since extrapolation isappropriate most of the time, most people’s forecasts are roughly correct. But because they’realready reflected in security prices, most extrapolations aren’t a source of above average returns.
The forecasts that produce great profits are the ones that presciently foresee radical deviations fromthe past. But that kind of forecast is, first, very hard to make and, second, rarely right. Thus mostforecasts of deviation from trend also aren’t a source of above average returns.
So let me recap: (a) only correct forecasts of a very different future are valuable, (b) it’s hard to makeforecasts like that, (c) such unconventional predictions are rarely right, (d) thus it’s hard to be an
above average forecaster, and (e) it’s only above average forecasts that lead to above average returns.
So there’s a conundrum:••

Investing is the art of positioning capital so as to profit from future developments.
Most professional investors strive for above average returns (i.e., they want to beat themarket and earn their fees).
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However, according to the above logic, macro forecasts shouldn’t be expected to lead toabove average returns.
Yet very few people are content to invest while practicing agnosticism with regard to themacro future. They may on some level understand the difficulty entailed in forecasting, but
their reluctance to admit their ignorance of the future (especially to themselves) usually
overcomes that understanding with ease.
And so they keep trying to predict future events – and the investment industry produces alarge volume of forecasts.

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As I’ve expressed in recent memos, I feel the process through which most of us arrive at ourview of the future is highly reflective of our biases. Given the unusually wide chasm between the
optimistic and pessimistic cases at this time – and the impossibility of choosing between them basedon facts and historical precedents (since there are none) – I continue to think about the role of bias.

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One of the biggest mistakes an investor can make is ignoring or denying his or her biases. If there
are influences that make our processes less than objective, we should face up to this fact in order toavoid being held captive by them.
Our biases may be insidious, but they are highly influential. When I read articles about how difficult
it will be to provide adequate testing for Covid-19 or to get support to small businesses, I’m pleased
to see my wary views reinforced, and I find it easy to incorporate those things into my thinking. But
when I hear about the benefits of reopening the economy or the possibility of herd immunity, I find it
just as easy to come up with counter-arguments that leave my concerns undented. This is a clear
example of “confirmation bias” at work:

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Once we have formed a view, we embrace information that confirms that view while
ignoring, or rejecting, information that casts doubt on it. Confirmation bias suggeststhat we don’t perceive circumstances objectively. We pick out those bits of data thatmake us feel good because they confirm our prejudices. Thus, we may become
prisoners of our assumptions. (Shahram Heshmat, Psychology Today, April 23,
2015)

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As Paul Simon wrote 50 years ago for the song The Boxer, “. . . a man hears what he wants to hear anddisregards the rest.”

While I didn’t know the name for it, I’ve long been aware of my bias. In a recent memo, I told thestory from 50 years ago, when I was Citibank’s office equipment analyst, of being asked who thebest sell-side analyst on Xerox was. My answer was simple: “The one who agrees with me most is
so-and-so.” Most people are unlikely to think highly of anyone whose views they oppose. So when
we think about which economists we quote, which investors we respect, and where we get our
information, it’s likely that their views will parallel ours.
Of course, taken to an extreme, this has resulted in the unfortunate, polarized state in which we findthe U.S. today. News organizations realized decades ago that people would rather consume stories
that confirm their views than those that challenge them (or are dully neutral). Few people follow
media outlets that reflect a diversity of opinion. Most people stick to one newspaper, cable news
channel or political website. And few of those fairly present both sides of the story. Thus mostpeople hear a version of the news that is totally unlike the one heard by those on the other side of the6© 2020 Oaktree Capital Management, L.P.

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debate. When all the facts and opinions you hear confirm your own beliefs, mental life is veryrelaxed but not very enriching.
What’s the ideal? A calm, open mind and an objective process. Wouldn’t we all be better off if
those things were universal?

In Praise of Doubt
Another favorite theme of mine – and I’m mildly apologetic for its repetition in these memos – is
how important it is to acknowledge what we don’t know.

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First of all, if we’re going to out-invest the rest, we need a game plan. There are a lot of possible
routes to success on which to base your process: in-depth research into companies, industries andsecurities; arbitrage; algorithmic investing; factor investing; even indexation. But if I’m right about
the difficulty of macro forecasting, for most people that shouldn’t be it.

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Second, and probably more importantly, excessive trust in forecasting can be dangerous to yourfinancial health. It’s never been put better than in the quote that’s often attributed to Mark Twain,
but also to several others:
It ain’t what you don’t know that gets you into trouble. It’s what you know forsure that just ain’t so.

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Just a few words, but a great deal of wisdom. No statement that starts with “I don’t know but . . .” or“I could be wrong but . . .” ever got anyone into big trouble. If we admit to uncertainty, we’ll
investigate before we invest, double-check our conclusions and proceed with caution. We may suboptimize when times are good, but we’re unlikely to flame out or melt down. On the other hand,people who are sure may dispense with those things, and if they’re sure and wrong, as thequote suggests, the outcome can be catastrophic.

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Investing is challenging in this way, as in so many others. Active investors have to be confident.
Yale’s David Swensen said it as well as it can be said (that’s why I go back to this quote so often in
my memos and books):
Establishing and maintaining an unconventional investment profile requires
acceptance of uncomfortably idiosyncratic portfolios, which frequently appear
downright imprudent in the eyes of conventional wisdom. (Pioneering Portfolio
Management)
To do better than most, you have to depart from the crowd. As I said in my April 6 memo
Calibrating, echoing Swensen, all great investments begin in discomfort, since the things everyone
likes and feels good about are unlikely to be on the bargain counter. But to invest in things that areout of favor – at the risk of standing out from the crowd and appearing to have made a big mistake –takes confidence and resolve. It also requires confidence to hold onto a position when it declines –and perhaps add to it at lower prices – in the period before one’s wisdom becomes clear and it turns
into a winner. And it takes confidence to continue holding a highly appreciated investment you think
still has upside potential, at the risk of possibly giving up some of the gains to date.
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But when does reason-based confidence turn into hubris and obstinateness? That’s the key
question. Holding and adding to declining positions is only a good idea if the underlying thesis turns
out to be right and things eventually go as expected. In other words, when do you allow for the
possibility that you’re wrong?
From the very beginning of my investing career, I’ve felt a sense of uncertainty. But I don’t thinkthat’s a bad thing:

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“Investing scared” – a less glamorous term than “applying appropriate risk aversion” – will
push you to do thorough due diligence, employ conservative assumptions, insist on an ample
margin of safety in case things go wrong, and invest only when the potential return is at least
commensurate with the risk. In fact, I think worry sharpens your focus. Investing scared
will result in making fewer mistakes (although perhaps at the price of failing to takemaximum advantage of bull markets).
When I started investing in high yield bonds in 1978, and when Bruce Karsh and I firsttargeted distressed debt in 1988, it seemed clear that the route to long-term success in such
uncertain areas lay in limiting losses rather than targeting maximum gains. That approachhas permitted us to still be here, while many one-time competitors no longer are.
I can tell you that in the Global Financial Crisis, following the bankruptcy of Lehman
Brothers, we felt enormous uncertainty. If you didn’t, there was something wrong with you,since there was a meaningful possibility the financial system would collapse. When we
started buying, Bruce came to me often saying, “I think we’re going too slow,” and then thenext day, “I think we’re going too fast.” But that didn’t keep him from investing an averageof $450 million per week over the last 15 weeks of 2008. I think Bruce’s ability to grapple
with his doubts helped him arrive at the right pace of investment.

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The topic of dealing with what you don’t know brings me to a phrase I came across a few years ago
and think is very important: intellectual humility.

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Here’s part of the article that first brought it to my attention:©

20“Intellectual humility” has been something of a wallflower among personality traits,
receiving far less scholarly attention than such brash qualities as egotism or hostility.
Yet this little-studied characteristic may influence people’s decision-making abilities
in politics, health and other arenas, says new research from Duke University. . . .
As defined by the authors, intellectual humility is the opposite of intellectual
arrogance or conceit. In common parlance, it resembles open-mindedness.
Intellectually humble people can have strong beliefs, but recognize theirfallibility and are willing to be proven wrong on matters large and small, Learysaid. (Alison Jones, Duke Today, March 17, 2017, emphasis added)
To get a little more technical, here are a couple of useful paragraphs from a discussion of thepaper cited above:
The term, intellectual humility (IH), has been defined in several ways, but mostdefinitions converge on the notion that IH involves recognizing that one’s beliefs and8© 2020 Oaktree Capital Management, L.P.

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opinions might be incorrect. . . . Some definitions of IH include other features orcharacteristics – such as low defensiveness, appreciating other people’s intellectual
strengths, or a prosocial orientation . . .

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One conceptualization defines intellectual humility as recognizing that a
particular personal belief may be fallible, accompanied by an appropriate
attentiveness to limitations in the evidentiary basis of that belief and to one's
own limitations in obtaining and evaluating relevant information. This definition
qualifies the core characteristic (recognizing that one’s belief may be wrong) withconsiderations that distinguish IH from mere lack of confidence in one’s knowledge
or understanding. IH can be distinguished from uncertainty or low self-confidence by
the degree to which people hold their beliefs tentatively specifically because they areaware that the evidence on which those beliefs are based could be limited or flawed,
that they might lack relevant information, or that they may not have the expertise orability to understand and evaluate the evidence. (The Psychology of Intellectual
Humility, Mark Leary, Duke University, emphasis added)

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“Attentiveness to limitations in the evidentiary basis” (or to the limitations imposed by future
uncertainty) is a very important further concept. Here’s how I discussed it in my book Mastering theMarket Cycle:

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Most people think the way to deal with the future is by formulating an opinion as towhat’s going to happen, perhaps via a probability distribution. I think there are
actually two requirements, not one. In addition to an opinion regarding what’s goingto happen, people should have a view on the likelihood that their opinion will provecorrect. Some events can be predicted with substantial confidence (e.g., will a given
investment grade bond pay the interest it promises?), some are uncertain (willAmazon still be the leader in online retailing in ten years?) and some are entirely
unpredictable (will the stock market go up or down next month?) It’s my point herethat not all predictions should be treated as equally likely to be correct, and thus theyshouldn’t be relied on equally. I don’t think most people are as aware of this as theyshould be.

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In short, we have to have a realistic view of the probability that we’re right before we choose acourse of action and decide how heavily to bet on it. And anyone who’s sure about what’s going tohappen in the world, the economy or the markets is probably deceiving himself.
It all comes down to dealing with uncertainty. To me, that starts with acknowledging uncertainty andhaving an appropriate degree of respect for it. As I quoted Annie Duke this past January, in mymemo You Bet!:
What good poker players and good decision-makers have in common is their comfort
with the world being an uncertain and unpredictable place. They understand that they
can almost never know exactly how something will turn out. They embrace that
uncertainty and, instead of focusing on being sure, they try to figure out how unsure
they are, making their best guess at the chances that different outcomes will occur.
(Thinking in Bets)
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To put it simply, intellectual humility means saying “I’m not sure,” “The other person could beright,” or even “I might be wrong.” I think it’s an essential trait for investors; I know it is in
the people I like to associate with.
As so often happens when I’m thinking about a memo, I recently got an incredibly helpful note frommy friend Leslie Lichtenstein at the University of Chicago, connecting the concept of humility to thecurrent episode. Here’s what she wrote:

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This morning I read an article from Behavioral Scientist by Erik Angner [professor ofpractical philosophy at Stockholm University] called “Epistemic Humility – KnowingYour Limits in a Pandemic,” which made me think of you and several of your recent
memos. The article opens with a quote from Charles Darwin in 1871 – “Ignorance
more frequently begets confidence than does knowledge.” It goes on to say,“Being a true expert involves not only knowing stuff about the world but also
knowing the limits of your knowledge and expertise.” (Emphasis in Leslie’s note)

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I couldn’t agree more. People who are always sure are no more helpful than people who are neversure. The real expert’s confidence is reason-based and proportional to the weight of the evidence.
Leslie’s note sent me to the original of the article she cited, and I found so much to share:
In the middle of a pandemic, knowledge is in short supply. We don’t know how
many people are infected, or how many people will be. We have much to learn about
how to treat the people who are sick – and how to help prevent infection in those whoaren’t. There’s reasonable disagreement on the best policies to pursue, whether about
health care, economics, or supply distribution. Although scientists worldwide areworking hard and in concert to address these questions, final answers are some ways
away.
Another thing that’s in short supply is the realization of how little we know. . . .

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Frequent expressions of supreme confidence might seem odd in light of our obvious
and inevitable ignorance about a new threat. The thing about overconfidence,
though, is that it afflicts most of us much of the time. That’s according to cognitive
psychologists, who’ve studied the phenomenon systematically for half a century.
Overconfidence has been called “the mother of all psychological biases. . . .”The point is not that true experts should withhold their beliefs or that they should
never speak with conviction. Some beliefs are better supported by the evidence thanothers, after all, and we should not hesitate to say so. The point is that true experts
express themselves with the proper degree of confidence – meaning with a degree ofconfidence that’s justified given the evidence. . . .
[Compare what you hear on TV against a tweet from medical statistician Robert
Grant]: “I’ve studied this stuff at university, done data analysis for decades, written
several NHS guidelines (including one for an infectious disease), and taught it tohealth professionals. That’s why you don’t see me making any coronavirus
forecasts. . . .”10
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The concept of epistemic humility is . . . an intellectual virtue. It is grounded in therealization that our knowledge is always provisional and incomplete – and that it
might require revision in light of new evidence. Grant appreciates the extent of ourignorance under these difficult conditions; the other characters don’t. A lack ofepistemic humility is a vice – and it can cause massive damage both in our private
lives and in public policy.

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Calibrating your confidence can be tricky. As Justin Kruger and David Dunninghave emphasized, our cognitive and metacognitive skills are intertwined. People wholack the cognitive skills required to perform a task typically also lack themetacognitive skills required to assess their performance. Incompetent people areat a double disadvantage, since they are not only incompetent but also likely
unaware of it [Galbraith’s forecasters “who don’t know they don’t know”!].
This has immediate implications for amateur epidemiologists. If you don’t have theskill set required to do advanced epidemiological modeling yourself, you should
assume that you can’t tell good models from bad.

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. . . it’s never been more important to learn to separate the wheat from the chaff – theexperts who offer well-sourced information from the charlatans who offer little but
misdirection. The latter are sadly common, in part because they are in greater
demand on TV and in politics. It can be hard to tell who’s who. But paying attention
to their confidence offers a clue. People who express themselves with extreme
confidence without having access to relevant information and the experience andtraining required to process it can safely be classified among the charlatans until
further notice. . . .

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Again, it is fine and good to have opinions, and to express them in public – even withgreat conviction. The point is that true experts, unlike charlatans, express
themselves in a way that mirrors their limitations. All of us who want to be taken
seriously would do well to demonstrate the virtue of epistemic humility. (ErikAngner, Behavioral Scientist, April 13, emphasis added)

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The more I think about it, the bottom line is clear:
The world is an uncertain place.
It’s more uncertain today than at any other time in our lifetimes.
Few people know what the future holds much better than others.
And yet investing deals entirely with the future, meaning investors can’t avoid
making decisions about it.
Confidence is indispensable in investing, but too much of it can be lethal.
The bigger the topic (world, economy, markets, currencies and rates), the lesspossible it is to achieve superior knowledge.
Even our decisions about smaller things (companies, industries and securities)
have to be conditioned on assumptions regarding the bigger things, so they, too,are uncertain.
The ability to deal intelligently with uncertainty is one of the most important skills.
11© 2020 Oaktree Capital Management, L.P.

All Rights Reserved
Follow us:••In doing so, we should understand the limitations on our foresight and whether agiven forecast is more or less dependable than most.
Anyone who fails to do so is probably riding for a fall.

As Neil Irwin wrote in the article cited on page 4:
It would be foolish, amid such uncertainty, to make overly confident predictions
about how the world economic order will look in five years, or even five months.
Or maybe Voltaire said it best 250 years ago: Doubt is not a pleasant condition, but certainty isabsurd.

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May 11, 202012
© 2020 Oaktree Capital Management, L.P.

All Rights Reserved
Follow us:Legal Information and Disclosures
This memorandum expresses the views of the author as of the date indicated and such views are subject tochange without notice. Oaktree has no duty or obligation to update the information contained herein.
Further, Oaktree makes no representation, and it should not be assumed, that past investment
performance is an indication of future results. Moreover, wherever there is the potential for profit there
is also the possibility of loss.

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This memorandum is being made available for educational purposes only and should not be used for any
other purpose. The information contained herein does not constitute and should not be construed as anoffering of advisory services or an offer to sell or solicitation to buy any securities or related financial
instruments in any jurisdiction. Certain information contained herein concerning economic trends andperformance is based on or derived from information provided by independent third-party sources.
Oaktree Capital Management, L.P. (“Oaktree”) believes that the sources from which such information
has been obtained are reliable; however, it cannot guarantee the accuracy of such information and has
not independently verified the accuracy or completeness of such information or the assumptions on whichsuch information is based.

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This memorandum, including the information contained herein, may not be copied, reproduced,
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