This paper presents an empirical solution to the puzzle of weakness of will. Specifically, it presents a theory of action, grounded in contemporary cognitive neuroscientific accounts of decision making, that explains the phenomenon of weakness of will without resulting in a puzzle.

In business settings, decision makers facing moral issues often experience the challenges of continuous changes. This dynamic process has been less examined in previous literature on moral decision making. We borrow theories on learning strategies and computational models from decision neuroscience to explain the updating and learning mechanisms underlying moral decision processes. Specifically, we present two main learning strategies: model-free learning, wherein the values of choices are updated in a trial-and-error fashion sustaining the formation of habits and model-based learning, wherein (...) the brain updates more general cognitive maps and associations, thus sustaining flexible and state-dependent behaviors. We then summarize studies explaining the neuro-computational processes of both learning strategies—the calculation of prediction errors and valuation. We conclude by emphasizing how the incorporation of dynamic aspects in moral decision making could open new avenues for understanding moral behaviors in a changing world. (shrink)

Granting that various mental events might form the antecedents of an action, what is the mental event that is the proximate cause of action? The present article reconsiders the methodology for addressing this question: Intention and its varieties cannot be properly analyzed if one ignores the evolutionary constraints that have shaped action itself, such as the trade-off between efficient timing and resources available, for a given stake. On the present proposal, three types of action, impulsive, routine and strategic, are designed (...) to satisfy the trade-off above when achieving goals of each type. While actions of the first two types depend on non-conceptual appraisals of a given intensity and valence, strategic intentions have a propositional format and guide action within longer-term executive frameworks involving prospective memory. (shrink)