Skip to content
1978Sveriges Riksbank Prize · Foundations

Herbert Simon

Citation: For his pioneering research into the decision-making process within economic organizations.

The key idea

Bounded rationality. Real decision-makers don't optimise; they satisfice — pick the first option that meets a threshold. Organisations are routines and procedures for managing limited cognitive capacity.

The explanation

Simon argued that the homo economicus of textbooks — perfectly rational, perfectly informed — bore no resemblance to real decision-makers. Instead, people use heuristics, satisfice within aspirations, and rely on organisational routines. This insight launched behavioural economics (Kahneman 2002, Thaler 2017) and modern organisation theory.

Why Africa should care

Bounded rationality explains a lot about African retail finance: M-Pesa users don't compare 25 mobile-money products by NPV; they pick the first one that works. Microfinance clients who appear to choose 'irrationally' high-cost short-term loans are often satisficing under cognitive constraints — choice-architecture design (Module 7 of the Behavioural Econ course) can dramatically improve outcomes without changing the underlying products.

How to use it

Design products, forms, and policies for boundedly-rational humans, not for the homo economicus. Default settings, simplified choices, single-screen interfaces, and a 'first option that works' framing routinely outperform optimising-style choice menus.

Canonical works

  • Herbert A. Simon (1947) "Administrative Behavior" Free Press
  • Herbert A. Simon (1955) "A Behavioral Model of Rational Choice" Quarterly Journal of Economics
  • Herbert A. Simon (1982-1997) "Models of Bounded Rationality (3 vols)" MIT Press
Official Nobel Foundation page ↗