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Consider the plight of the contemporary manager: the forces affecting corporate planning today stem from a wide variety of external sources—public interest groups, changing customer demands, foreign nations, government agencies, and many more. Consequently, the problems that managers and planners must solve are increasingly complex. They are, in addition, ill‐structured and have many highly interrelated dimensions, each of which expresses a wide range of differing values, beliefs and knowledge. Compared with well structured problems—proving geometric theorems or solving Sunday supplement puzzles are examples—ill‐structured problems have no sure fire solutions. One can't tell whether the planning methods used and the solutions obtained fit the problem best or not.

The inquiry center concept fosters the competencies needed to ask key questions and provide useful answers about a firm's markets and its products or services in a continuous process of learning and renewal.

This article describes several lessons learned during my career. Some describe ways of approaching intellectual issues and others express values and attitudes underlying these approaches. Although the lessons have evolved in a largely academic context, they seem equally appropriate in the world of practice. The personal rules of thumb and ideas inherent in these lessons are typically developed and practiced implicitly. However, readers should find these explicit statements relevant in different ways. Some lessons might be candidates for adoption outright. Others might be constructive points of departure for evolving a related lesson better suited to one's own working style. All lessons, whether or not they are agreeable or appropriate, can serve as thought starters by challenging readers to surface their own implicit career lessons for comparison.

The authors argue that consultants are of two types: self‐promoting gurus and educators. Gurus that pontificate and promote their proprietary problem solving techniques do not educate their clients. They promote maxims that define rules of behavior but do not increase the competence of managers. They promote their proprietary solution as a fix for all problems instead of trying to increase managerial understanding of a particular corporate puzzle. They provide maxims that are really platitudes and panaceas without proof of effectiveness. A significant proportion of the advice produced by such management gurus is either incorrectly inferred from data (but nevertheless may be true) or is unsubstantiated by genuine evidence. Examples are drawn from the work of Peters, Covey, de Geus, and Hamel. Recommendations for providing management with defensive measures include: recognition that flawed research techniques produces flawed evidence; recognition that many seemingly wise maxims are really platitudes; and effective selection and use of internal and external consultants who perceive their mission to be the individualized education of managers and the solution of their organization’s particular problems.

With this number the Library Review enters on its ninth year, and we send greetings to readers at home and abroad. Though the magazine was started just about the time when the depression struck the world, its success was immediate, and we are glad to say that its circulation has increased steadily every year. This is an eminently satisfactory claim to be able to make considering the times through which we have passed.

Future developments in methodology have the potential to improve management research and better couple it to management practice. These developments are on six fronts: (1) computer technology, (2) data capture and experimentation, (3) privacy, confidentiality, and data access, (4) causation, (5) modeling and simulation, and (6) Bayesian statistics. The potential of each is explored, and problems, both technical and administrative, in fulfilling this potential are identified. On the computer and communications front, the key elements are the use of relational database management systems, increased computing power for analysis purposes, and computer networking. On the privacy, confidentiality, and data access front, the key elements are new capabilities for data capture through real‐time surveillance, inferential disclosure threats in computer databases, the demand for more access to detailed data, and public concerns for privacy invasion. Management research is a search for causal mechanisms that can be investigated through empirical studies and that facilitate control of complex processes. In the modeling area, there will be (1) greater use of computing power, (2) less use of model‐independent statistical hypothesis testing, and (3) easier to use computer software for modeling and simulation. The Bayesian perspective of consistently expressing uncertainty through probability distributions will become more widely used in management research.

In order to implement the sustainable development principles of Agenda 21 some municipalities in Sweden have developed scenarios for sustainable local societies. These scenarios differ from the two previous generations of scenarios in the sense that they require the participation of citizens in their preparation and implementation. This article discusses the premises of the three generations of scenarios: expert, hybrids and participatory. It describes the efforts to prepare a participatory scenario by the municipal government of Orebro (Sweden) in order to provide guidelines for a sustainable society. The article also discusses a method for preparing such a scenario.