A lot of good stuff. Thank you.
Now there is maybe a language gap but the intrinsic nature of complex system is that they are not linear at all.

Linearity is the purpose of simple or obvious systems: causes and consequences are predictible. Liz Kheog made a funny joke about it on a conference in London: The bicycle test (simple), you destroy the bicycle and you are able to rebuilt it. The frog test (complex), you destroy the frog, the frog is dead.

Complex systems is indeed a network of people interacting together like in the flocking behaviour theory: simple rules, no need of guidance nor leadership. Dave explains that here data precedes framework where in complicated it is the opposite.

People like Kruse explains that the evolution of work and society is evolving in complexity more and more: one of the effects are the confusion that we are facing in today´s politics. Leaders have to learn how to resonate with such systems. If they want to control it, the system is shifting back to complicated or even worse in chaos.

There is often a big misunderstanding while using the Cynefin model. People don´t make the difference between leading in complexity and complex systems dynamics. The dynamics or how people are interacting together are, in my mind, much more interesting.