This section gathers papers written by academics and practitioners whose work illuminates how systems behave — especially Complex Adaptive Systems. They help make sense of the patterns, tensions and hidden structures that shape real-world outcomes.

They are not summaries of our own work, nor endorsements. They are contexts: ideas, arguments and frameworks that inform the landscape in which we operate. They offer perspectives on complexity, emergence, strategic thinking, governance, organisational change and decision-making — the same domains that shape the lived environments we study.

Papers are included where:

• They reveal how systems adapt, drift, fail, self-organise and transform
• They show the limits of linear reasoning in complex environments
• They expose hidden assumptions inside strategy, leadership and governance
• They explain how structure, incentives and information shape behaviour
• They demonstrate how real change emerges through interaction, not intention

Some papers challenge established thinking. Others reinterpret organisations through the lens of complexity. Many offer language, distinctions or models that help explain why real systems behave the way they do — non-linear, recursive, political, adaptive and human.

Over time, this collection will expand. It will remain selective — curated for insight, relevance and the extent to which a paper deepens our understanding of systems in motion.