We certainly don't think of it like that because that is like saying it's just another fad. What we're saying is that underlying principles found in nature apply to human organizations. Take the property of emergence, for instance. But it comes about in a nonlinear way, so the order can't be predicted. When we translate computer models into human terms, the autonomous agents are people and the interactions among them are relationships.
Complexity theory underscores the importance of relationships.
In this context, people are more willing to change and are more adaptable because they feel they're not alone and that together they can manage most anything. It sounds like complexity theory flies in the face of traditional problem-solving techniques. The idea of teamwork has been popular, for instance, partly because managers believe that people are happier as members of teams but also because teams can be highly effective in the workplace. This can work, but from what we hear, it often doesn't work very well because it is imposed and artificial. When managers genuinely value relationships in the workplace and truly listen to people and act on their suggestions, a culture of care and connection emerges in which people are highly responsive to the needs of the organization.