ABSTRACT
In this chapter I will argue in favor of a richer, more complete, and also more explicit representation of the mind of a social actor or agent in order to account for the economic, the strategic, and the organizational behavior of social actors. The classical rationality model is not enough; not only because – what nowadays is quite obvious – it is an Olympic and ideal model while it should take into account the cognitive limits, biases, and mistakes of the human mind (Kahneman and Tversky, 1981); not only because one should also consider the role of emotions in altering or in fostering rationality, but first of all because rationality is a specific (effective) way of mental working (justified beliefs acquisition, sound reasoning, grounded preferences, and decision making), and mental working is based on some basic ingredients and principles that cannot be neglected.
