work situation are concerned, such as work overload, lack of information or skills, etc. Helping or being helped should be a very common way of sharing knowledge and responsibility. 4. Self-organization: When the three principles above are met, self-organization can take place. In this case teams can enter a "collective flow experience" characterised by a high level of work satisfaction, a strong bonding between team members and an exceptional level of independence and performance. Self-organization is the "black belt" of TBLO: it supposes an advanced understanding of management and the ability to let go as far as questions of power and prestige are concerned. The way towards self-organization usually takes organizations through a learning process which lasts usually 2 to 4 years. The conditions for success are the determination of management to go all the way despite of inevitable difficulties and doubts, sufficiently stable teams (good retention scores), a skilled facilitation by a consultant who understands the concept to the full extent. Later close concepts In the wake of Human Systems Engineering close concepts were developed by other authors. Emerging change was developed by Madeleine Laugeri on the basis of Eric Berne ’s theories (The Structures and Dynamics of Organizations and Groups). Laugeri was one of the professors in the Master Program Human Systems Engineering. Fractal organization by Michel Henric-Coll. External Links Human Systems Engineering : Official site of the University of Applied Sciences Western Switzerland : http://www.hes-so.ch/de/mas-human-systems-engineering-555.html Later sites with close concepts: http://mime.oregonstate.edu/academics/grad/ie/hse L’organisation fractale: http://www.organisationfractale.com/ Emerging change : http://www.ltco.ch/en/content/madeleine-laugeri References See also Organizational learning System Dynamics Systems thinking Strategic management Organizational behavior Social information processing