Some agile methods (including Scrum and Adaptive Software Development) speak of a healthy development team as a complex adaptive system (CAS). A classic CAS example is a flock of birds. Each bird has relatively local and simple rules of behavior, yet at the macro-scale the flock exhibits order and a collective emergent behavior. It is as though there is an overlaying flock-level plan, but there isn't. This is in contrast to a command-control management system where team and individual activities are decided and directed by higher-level managers.
The agile methods promote the value that, for creative inventive projects, a CAS-inspired culture of self-organizing teams is more valuable than control or planning by managers. This is reflected in Agile Principle 12. For example, Scrum teams are self-organizing (no management assignment of roles or tasks); team-level organization and adaptation is enabled by the daily Scrum meeting with its special questions that provide each member with the information to make collective decisions.