Markley (10) sees that the important emerging features of the 21st Century, especially as applied to quantitative systems and conscious (-ness) technology, must be: (1) inclusive rather than exclusive. (2) electic in methodology and epistemology, including extra-sensory modes of knowing. (3) leading toward a systematization of subjective experience, incorporating the concepts of hierarchial levels of consciousness. (4) fostering open, participatory inquiry to reduce the dichotomy dichotomy between observer/observed and context of observation, and (5) emphasize the principle of complementarity, especially in such issues as causality, free will and determinism, spiritual and mutualistic conception of systems. The behaviour of societies in the crisis of social change exhibits some characteristics of individuals under stress. The Chinese word for "crisis" [wei chi] is a linguistic combination of parts of their ideographs for "danger" [wei hsiem] and "opportunity" [chi huil]. Toffler [13] feels that what is needed is a concentrated focus on the social and personal implications of the future. Technological and quantative characteristics supportive of our industrial state era, like operations and quantitative management, provide the economic efficiency and scientific base for the on-rushing transition to a planetary society, fulfilling human goals. This paper suggests guidelines that focus on changes necessary for improving the odds of individual survival in educational and other institutional environments through the fuzzy times ahead, overload with higher risks, continual changes, intractible external interferences, and factors involving tangible and intangible intractible external interferences, and factors involving tangible and intangible non-monetary values. Thus, profit is not the paramount concern of the Millennium---Public image, satisfying corporate stakeholders in non-monetary areas must be seriously integrated. The new philosophers of management are human-value oriented--perhaps, even spiritually oriented---as compared with the current breed of quantifiable, "scientific" managers. According to T.S. Kuhn (3) scientific progress is not a linear, cumulative or gradual evolutionary effort. It is, in some instances, a sudden dramatic and "revolutionary" reorganization of the conceputal rules of the most compelling game that the human imagination has yet undertaken. The impact of the conjunction of the industrial age, the information (knowledge) age and the unknown, unexpected bio-electronic surro-gates of the bio-genetic age---is as fuzzy as it gets. It is, perhaps, our natural tolerance for ambiguity that has saved us thus far. Information-technology is advancing so fast that we become dizzy trying to keep peace with just the contemporary gadgetry of technology, let alone understand them, or even consider how, for example, the Internet or Personal Communication Systems benefits humanity. Our native Americians say that for someone to really understand something, it must be heard by the left ear (the rational mind), the right ear (the intuitive mind), and the heart. This paper also offers tentative guidelines that focus on management's future spiritual role. The merging futures, necessitating major changes in managerial styles for improving the odds of survival in corporate and institutional environments through the fuzzified yet challenging, times ahead---through the valley of the shadow of corporate death, through the gauntlet of higher unknown risks on obsolete systems, continual changes, intractible interferences, and factors involving tangible and intangible non-monetary values. Thus, profit is not the primary bottom line concern---public image, satisfying stakeholders and employees in nan-monetary areas must be input into even trivial management decisions. The new philosophers ("shamans") of management are human-value oriented, metaphysically oriented, with high tolerance for ambiguity, using low-control management when and where indicated---leap-frogging over the verifiable-scientific-management philosophy of, say. Frederick Taylor, to their own intuitive, essentially unverifiable, gut-feeling about what is good and bad management philosophy for the millennium ahead. Strategies and consciousness workings that deal with thought and knowledge are explored shared here, as they relate to future academic, people and technical problem-solving skills, group relations, information handling and personal "inner" management. Great corporations rise and fall not merely because their structural and physical entanglements have grossly overstepped their virtual resources, but because, in addition, their basic beliefs have become a hollow vestige of what they once were (9).
