Many psychologists and neuroscientists still see executive functions as independent, domain-general, supervisory functions that are often dissociated from more “low-level” associative learning. Here, we suggest that executive functions very much build on associative learning, and argue that executive functions might be better understood as culture-sensitive cognitive gadgets, rather than as ready-made cognitive instincts.

In this paper I explore the relationship between skill and sensitivity to reasons for action. I want to know to what degree we can explain the fact that the skilled agent is very good at performing a cluster of actions within some domain in terms of the fact that the skilled agent has a refined sensitivity to the reasons for action common to the cluster. The picture is a little bit complex. While skill can be partially explained by sensitivity to (...) reasons – a sensitivity often produced by rational practice – the skilled human agent, because imperfect, must navigate a trade-off between full sensitivity and a capacity to succeed. (shrink)

Research on human reasoning has both popularized and struggled with the idea that intuitive and deliberate thoughts stem from two different systems, raising the question how people switch between them. Inspired by research on cognitive control and conflict monitoring, we argue that detecting the need for further thought relies on an intuitive, context-sensitive process that is learned in itself.