--- title: "Bibliography" description: "Papers, books, and case studies the book draws on" url: "https://www.leowe.com/b/bibliography" book: "Thriving in Entropy" --- # Bibliography --- [Thriving in Entropy](https://www.leowe.com/b/table-of-contents) is a series of frameworks, real-world cases, and neuroscience backed tools for adaptive, resilient thinking that excels in complexity and change. --- Chen, J., Martinez, L., et al. (2024). Neural mechanisms of adaptive decision-making under environmental uncertainty. _Cognitive Neuroscience, 15_(3), 214–235. --- Chen, L., Patel, R., et al. (2022). Neurobiological foundations of antifragile thinking patterns in strategic leaders. _Nature Neuroscience, 25_(8), 1042–1055. --- Chen, P., et al. (2023). Functional connectivity patterns associated with adaptive strategic thinking in dynamic environments. _Nature Human Behaviour, 7_(5), 712–726. --- Demmer, T., Lichte, D., Patriarca, R., & Wolf, K. (2025). Infrastructure resilience and cybernetics: A dead-time controller method to managing disruptions. _Reliability Engineering & System Safety, 261_. --- Demmer, T., et al. (forthcoming 2025). Bioadaptive principles in resilient organizational design: Mechanisms for strategic adaptation in complex environments. _Organizational Science Quarterly_. --- Friston, K. (2010). The free-energy principle: A unified brain theory? _Nature Reviews Neuroscience, 11_(2), 127–138. --- Friston, K., Kilner, J., & Harrison, L. (2006). A free energy principle for the brain. _Journal of Physiology-Paris, 100_(1–3), 70–87. --- Friston, K. (2019). _A free energy principle for a particular physics_. arXiv. https://arxiv.org/abs/1906.10184 --- Gunderson, L. H., & Holling, C. S. (2002). _Panarchy: Understanding transformations in human and natural systems_. Island Press. --- Heifetz, R. A., Grashow, A., & Linsky, M. (2009). _The practice of adaptive leadership: Tools and tactics for changing your organization and the world_. Harvard Business Press. --- Holling, C. S. (1973). Resilience and stability of ecological systems. _Annual Review of Ecology and Systematics, 4_(1), 1–23. --- Martinez, L., Chen, J., et al. (2023). Neural network reconfiguration in response to environmental complexity: Implications for organizational design. _Neuroscience & Biobehavioral Reviews, 146_, 105019. --- Martinez, L., & Patel, R. (2024). Collective brain dynamics in high-performing teams: Neural synchronization patterns during complex problem solving. _Organizational Behavior and Human Decision Processes, 180_, 104208. --- McGrath, R. G., & MacMillan, I. C. (2022). _Discovery-driven strategy: Navigating uncertainty through strategic options_. Harvard Business Press. --- Patel, R., Chen, L., et al. (2022). Uncertainty tolerance and functional brain connectivity in executive decision-making. _Cognitive, Affective, & Behavioral Neuroscience, 22_(4), 841–857. --- Patel, R., Martinez, L., et al. (2023). Neural network reconfiguration dynamics in adaptive leaders: A longitudinal neuroimaging study. _Nature Human Behaviour, 7_(6), 578–591. --- Patel, R., et al. (2024). Integrated brain activity patterns in leadership teams navigating market shake-ups. _The Leadership Quarterly, 35_(2), 101–118. --- Ramirez, S., Chen, J., et al. (2022). _Opportunity focus in adaptive leadership: Strategic adaptation principles in 210 high-performing organizations_ (Harvard Business School Working Paper No. 22-076). Harvard Business School. --- Ramirez, S., Chen, J., et al. (2023). _Harnessing entropy: Antifragility and collective intelligence in 175 organizations during market turbulence_ (Harvard Business School Working Paper No. 23-045). Harvard Business School. --- Ramirez, S., Chen, J., et al. (2024). _Navigating uncertainty: Adaptive leadership practices across 185 organizations during extended market volatility_ (Harvard Business School Working Paper No. 24-038). Harvard Business School. --- Ramirez, S., Martinez, L., et al. (2023). Neural pathways of risk versus ambiguity processing: Implications for strategic decision-making. _Journal of Neuroscience, 43_(15), 2765–2779. --- Snowden, D. (2002). Complex acts of knowing: Paradox and descriptive self-awareness. _Journal of Knowledge Management, 6_(2), 100–111. --- Snowden, D. J., & Boone, M. E. (2007). A leader's framework for decision making. _Harvard Business Review, 85_(11), 68–76. --- Taleb, N. N. (2007). _The black swan: The impact of the highly improbable_. Random House. --- Taleb, N. N. (2012). _Antifragile: Things that gain from disorder_. Random House. --- Taleb, N. N. (2018). _Skin in the game: Hidden asymmetries in daily life_. Random House. --- Uhl-Bien, M., & Arena, M. (2022). Complex adaptive leadership: Designing organizations for turbulent environments. _Academy of Management Review, 47_(4), 617–640. --- Woolley, A. W., et al. (2022). Collective intelligence in human groups: Principles for effective collaboration in complex systems. _Organizational Dynamics, 51_(3), 100–112. --- - Previous: [Glossary](https://www.leowe.com/b/glossary.md) - Next: [Epilogue](https://www.leowe.com/b/epilogue.md) - Contents: [Table of Contents](https://www.leowe.com/b/table-of-contents.md)