on a more macro level. There are four primary assumptions about human nature that form the foundation of RCT as a model of economic rationalization: 1). the decisions and subsequent behavior of an individual are inherently rational as a result of accurately and logically factoring both the rewards and costs of the proposed choice; 2). the reward will logically and demonstrably outweigh the underlying overheads or expenses of proceeding with the proposed action and/or for the action to be successfully completed; 3). in the event that the value of the expected reward decreases to a level below that of the costs being incurred, an individual will disengage from the action; 4). an individual in an economy is compelled to use and is limited to only those resources that are available for the achievement of the reward. In this conceptualization, RCT offers a universally applicable paradigm to explain and predict the economic decisions of individual consumers, larger cohorts of consumers, and even the intricacies of corporate entities. One of the more often cited critiques of RCT is that human beings are unique individuals who exist within and must respond to a variety of circumstances and necessities, making a universally applicable pattern of decision-making a dubious proposition. The choices individuals will make are therefore always going to be contingent upon a number of situation-specific variables. Others contend that RCT is better conceptualized as a set of tools that can help explain individual behavior in specific contexts using universal behavioral concepts as opposed to offering a conclusive archetypal psychological account of human behavior that can be used to accurately predict future action. RCT is also criticized for its inability to rationalize reasoning predicated upon intuition or instinct, relying almost exclusively on empirical behavioral analysis to explain and predict decision-making. Bounded Rationality Given that the necessary proof upon which a logical decision must be based is not always accessible or even known to decision-makers, the need to acquire data becomes paramount in the decision-making process. Unlike the unbounded rationality assumed in rational choice theory, in which conclusions are reached based upon all necessary relevant information being available for consideration, the realistic limitations of most decision-making scenarios force human beings to search for data, a process that requires time, effort, and other resources that may not be contributable to this search. Because it offers a more realistic interpretation of human behavior without the need for