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We make choices every day. Some of them are trivial (for example, choosing between wearing the black or the brown shoes), while others bear major consequences for ourselves or for others around us (for example, deciding to relocate a business). For some of our decisions we can estimate with relative certainty the probability of the outcomes associated with all the alternatives we consider, whereas for others it is impossible to do so. In some of our choices we use already existing strategies or heuristics, while in others we search for additional information and even create new alternatives by combining that which we already know. Some choices are based on routines triggered by repetitive stimuli, whereas others we label ‘strategic’; those which often involve the planning of actions in an uncertain and unpredictable future. The question that arises is, what renders a decision strategic? Is it the importance of its …