 Simon thought the shift in focus from reasoning behavior to choice behavior was a mistake. Since, in the 1950s, little was known about the processes involved in making judgments or reaching decisions, we were not in the position to freely abstract away all of those features from our mathematical models. Yet, this ignorance of the psychology of decision-making also raised the question of how to proceed. The answer was to attend to the costs in effort from operating a procedure for making decisions and comparing those costs to the resources available to the organism using the procedure and, conversely, to compare how well an organism performs in terms of accuracy (section 8.2) with its limited cognitive resources in order to investigate models with comparable levels of accuracy within those resource bounds.  Effectively managing the trade-off between the costs and quality of a decision involves another type of rationality, which Simon later called procedural rationality (Simon 1976: 69).