Discussion of how to manage a hypothetical research program designed to develop an analysis of the future of urban settlements. Comments on the need for this type of program and the ideal management structure.

An attack on the indiscriminate and careless labeling of academic disciplines which has resulted in the obfuscation of the academic definition of "science." He defines a "trusel" as an idea or a finding that is widely perceived to be true, but which is largely useless, or even harmful. A "Magnificent Academic Trusel" is one that has been widely acknowledged for its intellectual content (explicitly or implicitly), but without a corresponding amount of attention being given to its utility or even to its potential negative value for society. Provides examples of trusels, discusses their effects and suggests ways for dealing with trusels in the future. For the transparencies used, see “Assumptions re Academic Change: Transparencies for talk titled Some Magnificent Academic Trusels.” Presented at 1992 Annual Meeting of the Association for Integrative Studies, 19-22 November 1992, Pomona, California.

An intellectual autobiography of sorts, dealing with the time period from the late 1960's and concentrating on his development of the process of Interactive Management. Originally part of documents submitted as part of his nomination for the National Medal of Technology. See, “National Medal of Technology: 1994-1995 Nomination.”

Letter addressed to Dr. Kingsley Haynes, head of The Institute of Public Policy at George Mason University, in which Warfield asked that his Institute receive a firm budget allocation from George Mason University's administration.

Description of the Interpretive Structural Modeling process. Provides data on applications and uses of the process, at varying locations, during the ensuing four years, when it has begun to find use in a wide variety of management and planning situations. Presented as an invited lecture before Japan Society of Electrical Engineers and Industrial Policy Research Institute, 6 November 1978, University of Tokyo, Japan.

Provides information on where to find software for running Interpretive Structural Modeling (ISM). Lists names and addresses, along with good and bad features of each owner.

Argues that, in order to have an opportunity to catch up with more highly developed nations, less-developed nationals must work smarter in areas where developed nations have clear deficiencies. Suggests one approach might be to be alert to “key development relationships” which integrate the different parts of the underdeveloped economy, using graphic displays to inform and train all parts of the society, to encourage intelligent, informed cooperation.

An outline of a talk that calls on the industrial leadership in the United States to shift to a pattern of participatory management, which should interface with national policy goals on education, environment, ethics, stressing corporate communication with society as a basic alternative to a future of increased regulation and tougher controls of our economy. Using synthesis and systems tools of Interpretive Structural Modeling, autonomous corporations can provide an alternative to government and lead to a better society. Presented as an invited lecture before the Industrial Research Institute, 29 May – 1 June 1977, The Greenbrier, White Sulphur Springs, West Virginia.

A set of 28 problems (including nine different figures drawn to illustrate the problems) likely for use in a class taught at University of Northern Iowa.

A discussion of GroupThink and its effects.