The “If” Economy and Quantum Marketing: Why I’m Moving Beyond Funnels After 30 Years

The “If” Economy and Quantum Marketing

By Mark J Evans MBA Founder of 360 Strategy

1. Introduction: The Newtonian Crisis in 2026

Same campaign. Same audience. Opposite results.

It happens more than most marketers admit. A message that converts beautifully for one brand falls completely flat for another. The usual suspects get blamed: timing, creative execution, audience fit.

But what if the problem isn't any of those things? What if marketing's entire framework, the one built on predictable customer journeys and neat demographic boxes, is fundamentally misreading how decisions actually happen?

That's the uncomfortable question at the heart of this article.

Fair warning in advance: this is going to take a few unexpected turns. We're borrowing from quantum mechanics (as metaphor, not science), challenging some deeply held marketing assumptions, and ending up somewhere that might feel uncomfortable at first.

Stick with me, what emerges is a practical framework that actually explains why your campaigns behave the way they do.

Over the years, building campaigns, launching brands, and commercialising products that had to perform in the real world, I kept running into the same issue: we talk about customers as if they are stable. We map personas and treat them like fixed entities (Otto et al., 2022). We plan as if behaviour sits still long enough to be measured cleanly. In practice, it rarely does (Fader and Lattin, 1993).

During my recent MBA, amongst other things I started reading around the incredibly strange world of quantum computing and quantum mechanics (as you do), and although much of it still feels like fog (and still does), one idea landed hard. Uncertainty is not a rounding error but, the environment (Heisenberg, 1958). That is why I think marketing is moving from the age of "is" to the age of "if".

2. Case Study: The Quantum Field of Patagonia

Let me attempt to prove this before we dive into the physics. Consider Patagonia. A traditional Newtonian brand sells jackets by highlighting features: waterproof, breathable, durable. Patagonia operates as something different entirely - a Quantum Field of environmental ethics.

In 2011, their "Don't Buy This Jacket" advert was a masterstroke of what quantum mechanics calls Constructive Interference.

The Newtonian View: This is madness. You're telling people not to buy your product on Black Friday - the holiest day in retail.

The Quantum View: This was a tuning of the field. By projecting a strong anti-consumerist wave, they aligned their frequency with their core audience's deepest values. For that cluster of environmentally conscious consumers, the advert didn't say "don't buy our jacket" - it said "we are the only brand entangled with your soul."

Sales didn't drop. They surged. Revenue increased by one-third in the following year. They didn't manage a funnel, what they managed is a field where the "if" of the customer's values met the resonance of the brand's mission. The purchase wasn't a transaction - it was a wavefunction collapse where probability became certainty.

This is what I mean by trading the "is" for the "if." Which brings me to the real problem - how we've been thinking about customers for the last thirty years.

3. The Death of the "Is": Transitioning to Potentia

For three decades, I've sat in strategy meetings where we obsessed over a single word: "Is." We build static, cardboard-cut-out Personas and say, "John is a 35-year-old tech enthusiast who values innovation and convenience," as if John is a fixed point in a stable universe (Kotler and Keller, 2016).

John is not a fixed point. He is a chaotic bundle of contradictions. Alexander Wendt uses quantum language to describe people as closer to a wave of potential than a settled set of preferences. Read as a metaphor, it lands because choice often firms up when context forces it. The practical point for marketers is simpler. Context decides which version of John shows up (Wendt, 2015).

That is why the biggest brands still spend at scale on broad media like outdoor. They are not betting on a poster converting someone on the spot. They are buying reach and repetition to build mental availability, so the brand is easier to recall when a buying situation appears. This is more aligned with probability management, not persuasion strategy. In the UK, Outsmart reports out of home revenue of £1.4bn for year end 2024 (Outsmart, 2025).

3.1 Heisenberg's Potentia: The Probabilistic Consumer

The "is" model is a relic of a Newtonian worldview where everything can be measured, predicted, and controlled. I am trading that in for the reality of what I call Quantum Marketing. Specifically, a concept Werner Heisenberg called Potentia.

Heisenberg states that subatomic particles don't have definite properties until measured - they exist only as "tendencies" or "possibilities," which he described as "a version of the potentia in Aristotelian philosophy (Heisenberg, 1958).

Now, in marketing, Potentia is the realisation that a consumer exists in a state of Superposition. They are simultaneously a lead, a critic, a loyalist, and a stranger. They don't have a fixed identity until they encounter your brand's field and are forced to make a decision. My job as a marketing strategist isn't to target them based on obsolete demographic data. My job is to manage the Probability Field - the entire ecosystem of touchpoints, values, and experiences that influence which version of "John" collapses into reality.

If we stop asking "Who is my customer?" and start asking "If the context is right, how likely are they to choose us?", we move from being hunters to being architects of atmosphere.

We design fields, not funnels.

If you're reading this and thinking, "We definitely have static personas, but I'm not sure how much it's costing us," you're not alone. In my advisory work, I've found that most leadership teams can't accurately assess whether their classical thinking is causing in the region of 5% inefficiency or 25% revenue bleed. That's why I've developed a rough diagnostic framework - more on that at the end of this paper.

4. Human Entanglement: The Resonance of Influence

Einstein famously hated the idea of "spooky action at a distance" - Entanglement - where two particles are so deeply linked that measuring one instantly affects the other, regardless of distance. He thought it violated causality. Turns out, he was wrong about the physics. However, the metaphor is perfect for modern marketing (Bell, 1964).

4.1 Parasocial Bonds and Social Resonance

In my board-level advisory work, I see this every day in the explosive growth of influencer marketing. When we talk about Parasocial Interaction - that deep, one-sided bond followers have with creators - we are talking about what I call (and stick with me) Human Entanglement. As Horton and Wohl observed back in 1956, these bonds create an "illusion of intimacy" that is psychologically indistinguishable from real relationships (Horton and Wohl, 1956).

When the influencer changes their spin - endorses a product, shifts their values, takes a political stance - the follower's state changes too. It's not literally quantum entanglement in the physics sense, but the structure of the relationship mirrors it: deeply correlated, seemingly instantaneous, resistant to rational explanation.

This is supported by the sociological concept of Homophily - the tendency of individuals to cluster with similar others. Social networks aren't random. They're resonant structures. When one node in the network vibrates at a new frequency, the entire cluster feels it (McPherson, Smith-Lovin and Cook, 2001).

In my time building Nomadix as an international tech. company, we saw this in how AI-powered biometric analytics could measure audience sentiment in real-time. We weren't just measuring eyeballs. We were measuring the resonance of the field. When content aligned with the cluster's values, we could observe the synchronisation happening live.

Raja Rajamannar sets out in his book Quantum Marketing that traditional loyalty programmes are being replaced by these dynamic, entangled social clusters where influence doesn't flow top-down - it resonates peer-to-peer (Rajamannar, 2021).

The implication? Stop trying to target individuals. Start tuning frequencies that entire clusters will resonate with.

5. Case Study: Airbnb's "Belong Anywhere" Superposition

Ok, let me give you a second example of this in action: Airbnb's 2014 rebrand.

Before the rebrand, Airbnb was positioned as a cheaper alternative to hotels. Classic Newtonian thinking: compete on price and features. But the company was struggling with differentiation and trust issues.

The "Belong Anywhere" campaign didn't advertise features. It didn't talk about price. Instead, it managed a Superposition: guests are simultaneously tourists and locals. They exist in both states until the booking collapses the wavefunction.

The genius was recognising that travellers don't want to be just tourists or just locals - they want the probability of both. Airbnb's platform design (local hosts, neighbourhood guides, "Live There" messaging) and trust mechanisms (reviews, Superhost status, identity verification) are all decoherence management tools - systems designed to collapse the wavefunction towards "book" rather than "leave."

The result? Airbnb went from a $2.5 billion valuation in 2014 to over $100 billion by 2021. They didn't win by being cheaper. They won by managing a probability field that no hotel chain even knew existed.

Moreover, this isn't just about clever branding. I believe that this is field theory applied to consumer psychology. Busemeyer and Bruza mathematically demonstrate in their research on quantum cognition that human decision-making violates classical probability theory in ways consistent with quantum interference patterns. We know consumers don't behave rationally. What we haven't done is build marketing models that account for that reality (Busemeyer and Bruza, 2012).

That is until now.

6. Marketing Decoherence: The Friction Tax

In physics, Decoherence is the loss of quantum potential due to noise from the environment. A quantum state collapses not because it's been measured, but because environmental interference destroys the superposition before it can be harnessed (Zurek, 2003).

In the boardroom, decoherence is Friction.

6.1 Where Potential Goes to Die

Every slow webpage, confusing checkout process, off-brand tweet, or inconsistent customer service interaction is environmental noise that collapses your "maybe" into a "no." I have built and commercialised patented hardware and SaaS platforms, and I know that technical debt and poor service design are the primary drivers of decoherence.

We spend millions building up Potentia - awareness campaigns, influencer partnerships, brand positioning - only to let it leak away through poor execution. A customer in superposition (interested but uncommitted) hits your website. It loads slowly. The navigation is confusing. The checkout requires creating an account. Each friction point is a decoherence event, collapsing their quantum state from "potential customer" to "abandoned basket."

This is why my strategy audits and sprints at 360 Strategy focus obsessively on the holistic operating model rather than isolated touchpoints. You can have the most brilliant brand positioning in the world, but if your fulfilment is slow or your customer service is inconsistent, you're haemorrhaging potential at the point of collapse.

Technical debt and service design failures are the silent killers of marketing ROI. In the next section, I'll show you how to quantify exactly where your friction points are destroying potential - and more importantly, how to prioritise which ones to fix first based on their decoherence cost.

Quantum Marketing Principle Number One: Every friction point is a measurement that collapses the wavefunction prematurely. Minimise friction to preserve superposition as long as possible.

7. The Attribution Fallacy: Why Last-Click is a Lie

We've all been in those soul-crushing meetings about Attribution. Which specific advert got the final click? Which touchpoint "caused" the conversion?

Quantum logic - specifically Richard Feynman's Path Integral - tells us this question is fundamentally misguided. Feynman demonstrated that a particle doesn't take one path from point A to point B. It takes every possible path simultaneously. The final position is the sum of all those paths interfering with each other (Feynman and Hibbs, 1965).

7.1 The Sum of All Histories

Marketing is the same. The purchase is the Sum of Histories. The customer journey isn't a line. It's a sum of every interaction: the billboard they barely noticed, the podcast advert they half-heard, the Instagram post they scrolled past, the friend's recommendation, the website they visited twice, the email they opened but didn't click, the ethical stance your brand took publicly.

As Prahalad and Ramaswamy state, value is co-created through a multitude of interactions across time (Prahalad and Ramaswamy, 2004). If you're only measuring the last click - the final path the particle took before conversion - you're missing the entire wavefunction that made the sale possible.

This doesn't mean attribution is useless. It simply means that we need to measure field strength, not individual particles. Track holistic metrics: brand salience, share of search, customer lifetime value, Net Promoter Score, ecosystem health. These measure the probability field you're creating, not the random walk that led to this particular transaction.

8. The Mark Evans CEO Survival Guide: Quantum vs. Newtonian

I've spent 30 years as a founder, CEO, and board advisor. I know that when I start talking about Quantum, half the C-suite wants to face plant on the desk and the other half thinks I've lost the plot. Notwithstanding, this is about intellectual honesty and competitive advantage.

Here's your translation guide.

8.1 Core Quantum Principles for Boards

Superposition: Your customer is a walking contradiction. They want sustainability and next-day shipping. They want privacy and personalisation. They want authenticity and polish. Stop trying to put them in one box. Design for the superposition - create systems that can collapse into multiple valid outcomes based on context.

Potentia (The "If"): You don't own a customer. You only own the probability that they'll choose you based on the field you curate. This is humbling. It means your job isn't to control the outcome. Your job is to increase the likelihood of the outcome you want.

Decoherence: Every second of friction is a tax on potential. Audit ruthlessly: page load times, checkout steps, message consistency, service quality. These are not nice-to-haves - more like existential threats to your probability field.

Resonance (not Targeting): Stop trying to target individuals. Start tuning frequencies that entire value clusters will resonate with. This is why Patagonia's anti-consumerist stance works and why Airbnb's "Belong Anywhere" works. They're not targeting demographics. They're resonating with values.

8.2 Decision Matrix: When to Use Classical vs. Quantum Thinking

I'm not suggesting we abandon everything we know. There's a place for both approaches.

Use Classical (Newtonian) Marketing when you're dealing with transactional, commodity, price-sensitive products. When the sales cycle is short and single-touchpoint. When your customer base is stable, predictable, homogeneous. When your competitive advantage is features, price, distribution. When your success metric is conversion rate and market share.

Use Quantum Marketing when you're dealing with complex purchases, emotional brands, loyalty-driven categories. When the sales cycle is long and multi-touchpoint. When your customer base is dynamic, contradictory, heterogeneous. When your competitive advantage is values, community, experience. When your success metric is brand salience, ecosystem strength, lifetime value.

For example: You're selling printer paper to procurement departments. The buyer is rational, price-sensitive, and constrained by policy. Demographics work. Funnels work. Last-click attribution is fine.

But if you're building a brand in a category where emotional resonance matters - fashion, technology, travel, food, wellness, finance - your customer is a bundle of contradictions, and the decision is influenced by dozens of invisible touchpoints over months. This is where the quantum model gives you an edge.

8.3 The Quantum Readiness Diagnostic

Before you can implement quantum thinking, you need to know where your Newtonian assumptions are causing friction. Here's a quick self-assessment for your leadership team:

Diagnostic 1: Are your personas static or probabilistic? Static looks like: "Sarah is a 42-year-old marketing director who values efficiency." Probabilistic looks like: "There's a 70% chance Sarah will choose us if we demonstrate ROI and align with her team's existing workflow and her peer network validates us."

Diagnostic 2: Where is friction causing decoherence? Audit every customer touchpoint for friction: website speed, checkout flow, email clarity, customer service responsiveness, brand message consistency. Measure what percentage of potential customers abandon at each stage. That's your decoherence rate.

Diagnostic 3: Is your brand frequency aligned with your core cluster? Can you articulate the values your brand resonates with (not just the features you sell)? Does every piece of content, every product decision, every public stance reinforce that frequency, or are you creating destructive interference?

9. Counter-Arguments: Steel-Manning the Opposition

I've been in enough boardrooms to know that provocative frameworks attract scepticism. Let me address the three most common objections head-on.

9.1 Objection Number One: This is just rebranded probability theory

Fair point. Yes, at its core, quantum marketing is probabilistic thinking. But here's why the metaphor matters: language shapes thinking. When we say "John is a 35-year-old tech enthusiast," we unconsciously treat him as fixed. When we say "John exists in superposition," we're forced to think about context, triggers, and field effects.

Furthermore, the quantum framework also imports concepts like interference, entanglement, and decoherence that have no direct equivalents in classical probability. These are not simply semantic games - they change how we design systems. Patagonia's "Don't Buy This Jacket" campaign works because they understood constructive interference. That's not in the Kotler textbook.

9.2 Objection Number Two: This is intellectually interesting but operationally vague

This is why I've developed the Quantum Marketing Audit - a 90-minute diagnostic that scores your organisation across five critical fields:

1. Brand Resonance and Constructive Interference

2. Customer Superposition and Potentia

3. Friction Audit and Decoherence Management

4. Entanglement and Network Resonance

5. Measurement and Field Strength Attribution

   
   

Each field contains 5-7 diagnostic questions scored 0-5, giving you a total score out of 130. Companies scoring below 60 typically leave 15-25% of potential revenue unrealised due to classical thinking.

The full audit framework is detailed at the end of this paper. For those who want to dive straight into the diagnostic, you can access the self-assessment scorecard at the end or reach out to discuss a facilitated workshop with your leadership team.

However, let me be even more concrete with a Monday Morning Action Plan:

First, audit for decoherence. Pull your Google Analytics. Where's the drop-off? That's friction. Fix the top three.

Second, map your value clusters. Stop thinking demographics. Start mapping what are the shared values of people who love your brand? Build a Venn diagram. Find the overlap. That's your resonance frequency.

Third, test interference patterns. Run A/B tests where you deliberately create constructive interference - messages that align with multiple values simultaneously (like Patagonia did). Measure which combinations amplify response.

This is not intended to be vague. It's a different lens for making the same tactical decisions, but with better underlying logic.

9.3 Objection Number Three: You're cherry-picking success stories

Absolutely. Let me give you one failure: Gap's 2010 logo redesign. They tried to modernise by replacing their iconic blue box logo with a generic sans-serif design. Within six days, they reversed the decision due to massive backlash.

Quantum diagnosis: Gap projected a wave (modern, streamlined) that was 180 degrees out of phase with their core audience's wave (nostalgic, authentic). The result was destructive interference. Instead of amplifying their brand field, they cancelled it out. The "if" collapsed into a "no."

The lesson? Quantum marketing isn't a silver bullet. Brands that project weak or incoherent fields - where their actions contradict their messaging - experience destructive interference. The "if" collapses into a "no" faster than any Newtonian failure.

However, here's the advantage: the quantum model would have predicted Gap's failure. A classical brand manager sees "our logo is dated." A quantum thinker sees "our logo is the primary resonance structure for our nostalgic value cluster - changing it creates destructive interference."

10. From Theory to Practice: The Quantum Audit

If you've made it this far, you're either genuinely intrigued or you're a glutton for punishment. Either way, you're probably wondering what now?

At 360 Strategy, I've developed a Quantum Readiness Audit - a structured diagnostic that helps boards identify where their Newtonian thinking is leaking value and where quantum principles can unlock growth. Here's the framework.

10.1 The Five-Field Audit

Field 1: Brand Resonance

Can you articulate your brand's frequency in one sentence? Not your tagline. Your values.

Are all your touchpoints reinforcing that frequency, or are some creating noise?

Exercise: Map your last 20 pieces of content or communications. Do they constructively interfere (reinforce each other) or destructively interfere (contradict)?

Field 2: Customer Superposition

Are your personas static ("John is...") or probabilistic ("If context X, John will...")?

Do your systems allow for contradiction? For example, a customer who wants both speed and sustainability.

Exercise: List the top three contradictions in your customer base. Now design for both states.

Field 3: Friction and Decoherence

Where are customers abandoning? Website, checkout, service calls, post-purchase.

What's your time to collapse - how long does it take from awareness to decision?

Exercise: Conduct a friction audit. Every unnecessary step is environmental noise.

Field 4: Entanglement and Network Effects

Who are the influencer nodes in your category, and are you resonating with them?

Are your customers forming entangled clusters - communities, user groups, brand advocates?

Exercise: Map your customer network. Where are the high-resonance clusters?

Field 5: Attribution and Field Strength

Are you measuring individual touchpoints (last-click) or holistic field strength (brand salience, NPS, lifetime value)?

Can you trace a sum of histories for your typical customer journey?

Exercise: Kill last-click attribution. Replace with multi-touch modelling or field-strength proxies.

11. Conclusion: The Future is Probabilistic

The Newtonian age of marketing - the age of the funnel, the persona, and the "is" - is over. We are living in a world of Potentia, where consumers exist in superposition, where influence operates through resonance and entanglement, and where friction destroys value faster than advertising can create it.

As I transition teams from bespoke activations to SaaS models, advise boards on AI strategy, and reflect on thirty years of disruption, I see that the most resilient brands are those that understand their field of influence. They don't chase individuals. They tune frequencies. They don't eliminate contradictions. They design for superposition. They don't measure touchpoints. They are designed to measure the strength of the probability field they've created.

Consequentially, by aligning our frequency with the right value clusters, protecting our potential from the noise of friction, and understanding that every interaction adds to the sum of histories, we become an inevitable part of the consumer's reality - not because we forced the outcome, but because we made our "if" the most probable.

That's the future I'm betting the next thirty years on.

And if you're a board leader, a fellow disruptor, or someone reading this who wants to understand where your organisation sits on the quantum readiness spectrum, I'd love to hear your thoughts. Does this resonate with your experience, or am I quantum tunnelling into absurdity? The field is open. Let's collapse it together.

Ready to assess your quantum readiness?

The Quantum Marketing Audit (link below) provides a structured diagnostic to identify where classical thinking is costing your companies value. You can work through it with your leadership team, or if you'd like to discuss a facilitated workshop or full diagnostic engagement, reach out.

For boards, CMOs, and fellow disruptors interested in discussing these ideas further, I welcome the conversation.

360 Strategy, The Quantum Marketing Audit.pdf

Download PDF • 356KB

Frequently asked questions

1. What do you mean by the “If economy”?

It is the shift from assuming customers behave in fixed, predictable ways to treating decisions as context-dependent probabilities. The goal is to increase likelihood, not chase certainty.

2. Is “quantum marketing” real science or a metaphor?

It is a metaphor, not physics applied to advertising. It is useful because it forces you to think in context, interaction effects, and uncertainty.

3. When do funnels and personas still work well?

They work best for simple, transactional buying where the decision is mostly price, convenience, and availability. The more emotional or multi-touch the purchase, the weaker the classical model gets.

4. What is “decoherence” in plain English?

It is friction and inconsistency that kills intent. Slow pages, confusing steps, mixed messaging, and weak service collapse “maybe” into “no”.

5. Why is last-click attribution misleading?

Because it credits the final step and ignores the build-up. Most buying decisions are the sum of many small exposures over time, not one decisive touchpoint.

6. What does “resonance” mean in practical terms?

It is shared values and identity signals that spread through networks. You win when your message aligns with what a cluster already cares about, and your actions keep proving it.

7. How do I know if my company needs “quantum thinking”?

If your sales cycle is longer, trust matters, multiple channels influence decisions, or customer behaviour looks inconsistent, you are already in it. Your current models may just be hiding that reality.

8. What is one practical thing I can do this week?

Run a friction audit. Pick the top three drop-off points across website, enquiry handling, and fulfilment. Fix those before spending more on demand generation.

References

Bell, J.S. (1964) ‘On the Einstein Podolsky Rosen paradox’, Physics Physique Fizika, 1(3), pp. 195–200. Available at: https://link.aps.org/doi/10.1103/PhysicsPhysiqueFizika.1.195 (Accessed: 4th January 2026). APS Links

Busemeyer, J.R. and Bruza, P.D. (2012) Quantum Models of Cognition and Decision. Cambridge: Cambridge University Press. Available at: https://www.cambridge.org/core/books/quantum-models-of-cognition-and-decision/75909428F710F7C6AF7D580CB83443AC (Accessed: 4th January 2026). Cambridge University Press & Assessment

Fader, P.S. and Lattin, J.M. (1993) Accounting for heterogeneity and nonstationarity in a cross-sectional model of consumer purchase behavior. Marketing Science, 12(3), Summer, pp. 304–317. https://doi.org/10.1287/mksc.12.3.304 (Accessed: 12th January 2026).

Feynman, R.P. and Hibbs, A.R. (1965) Quantum Mechanics and Path Integrals. New York: McGraw-Hill. Available at: https://www.worldcat.org/pt/title/987995 (Accessed: 13th December 2025). worldcat.org

Heisenberg, W. (1958) Physics and Philosophy: The Revolution in Modern Science. New York: Harper & Brothers. Available at: https://archive.org/details/physicsphilosoph0000heis_n9m9 (Accessed: 17th December 2025). Internet Archive

Horton, D. and Wohl, R.R. (1956) ‘Mass communication and para-social interaction: Observations on intimacy at a distance’, Psychiatry, 19(3), pp. 215–229. Available at: https://pubmed.ncbi.nlm.nih.gov/13359569/ (Accessed: 4th January 2026). PubMed

Kotler, P. and Keller, K.L. (2016) Marketing Management. 15th edn. Harlow: Pearson Education Ltd. Available at: https://search.worldcat.org/title/Marketing-management/oclc/917214539 (Accessed: 19th December 2025). WorldCat

McPherson, M., Smith-Lovin, L. and Cook, J.M. (2001) ‘Birds of a feather: Homophily in social networks’, Annual Review of Sociology, 27(1), pp. 415–444. Available at: https://www.annualreviews.org/content/journals/10.1146/annurev.soc.27.1.415 (Accessed: 13th December 2025). Annual Reviews

Outsmart (2025) Out Of Home Reports Its Best Year Ever With £1.4bn Revenue In 2024. Available at: https://www.outsmart.org.uk/site/userfiles/File/20250213105629_Out_of_Home_Revenues_Q4_and_Year_2024_press_release.pdf (Accessed: 19th January 2026).

Prahalad, C.K. and Ramaswamy, V. (2004) The Future of Competition: Co-creating Unique Value with Customers. Boston: Harvard Business School Press. Available at: https://books.google.com/books/about/The_Future_of_Competition.html?id=GO8wefdWmLIC (Accessed: 3rd January 2026). Google Books

Rajamannar, R. (2021) Quantum Marketing: Mastering the New Marketing Mindset for Tomorrow’s Consumers. New York: HarperCollins Leadership. Available at: https://books.google.com/books/about/Quantum_Marketing.html?id=oP-XzQEACAAJ (Accessed: 2nd March 2024). Google Books

Wendt, A. (2015) Quantum Mind and Social Science: Unifying Physical and Social Ontology. Cambridge: Cambridge University Press. Available at: https://www.cambridge.org/core/books/quantum-mind-and-social-science/3D5DB273B648D0A23B49C1C4ABA5CF7A (Accessed:11th November 2025)

Cambridge University Press & Assessment

Zurek, W.H. (2003) ‘Decoherence, einselection, and the quantum origins of the classical’, Reviews of Modern Physics, 75(3), pp. 715–775. Available at: https://link.aps.org/doi/10.1103/RevModPhys.75.715 (Accessed: 4th January 2026). APS Links