It is also evident that actions seldom lead to outcomes without incurring some sort of response cost, whether in terms of the physical effort or time required to be invested or the levels of risk to be tolerated. A number of studies have suggested that the ACC plays an important role in integrating anticipated costs and the expected benefits to work out which of two alternatives is worth doing, and there is recent intriguing evidence for specialisation in this process depending on the nature of the decision cost needing to be overcome (Rudebeck, Walton, Smyth, Bannerman and Rushworth, in press; Walton, Bannerman, Alterescu and Rushworth, 2003; Walton, Bannerman and Rushworth, 2002).
