Person
Herbert A Simon
Nobel laureate in economics; bounded rationality, satisficing, and administrative behavior in organizations.
Why this matters
Simon grounds why judgment is always constrained—and why institutions must design for that fact.
Works3 sources
book
Organizations
March, James G., and Herbert A. Simon. Organizations. New York: Wiley, 1958.
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article
A Behavioral Model of Rational Choice.
Simon, Herbert A. "A Behavioral Model of Rational Choice." Quarterly Journal of Economics 69, no. 1 (1955): 99–118.
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book
Administrative Behavior: A Study of Decision-Making Processes in Administrative Organizations
Simon, Herbert A. Administrative Behavior: A Study of Decision-Making Processes in Administrative Organizations. 4th ed. New York: Free Press, 1997.
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Related books6 books
Book
After Certainty
How to Live and Judge When Understanding is not Enough
How to live and judge once explanation reaches its limits—judgment, responsibility, and participation without replacement frameworks.
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Book
Coupling
Cohesion, Consequence, and the Architecture of Responsibility
A practical framework for seeing where systems are tightly joined, where they drift apart, and how those coupling choices shape accountability over time.
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Book
How Meaning Moves
Signal, Compression, Restraint, and the Pace of Understanding
Before people disagree, they interpret. How meaning forms through signal, compression, and restraint—long before anyone is obviously wrong, and often while the sentence is still forming.
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Book
Living in Sediment
How Structures Outlive Their Reasons
We live inside inherited systems built for constraints that no longer exist. When structures survive after their reasons disappear, meaning drifts—and the danger is forgetting the sediment is sediment.
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Book
When Moral Seriousness Scales
Judgment Under Distance and Pressure
An exploration of how moral responsibility changes under scale, speed, and institutional distance, and how to preserve humane judgment anyway.
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Book
Why Collaboration Is So Hard
And Why the Effort Still Matters
Why joint work fails when incentives, trust, and shared understanding do not line up—and why the effort to collaborate still matters.
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