Postures and impostures of managers past 71 we push our paradigms back, we get “history”; when we push them forward, we get “science.” The historian, such as Eric Havelock in his Preface to Plato, has now the same power to recall ancient events. History offers the controlled conditions of a laboratory for observing patterns of change, much as primitive societies living in prehistory (preliteracy) give postliterate man the means of observing the action of the latest technologies. Such instant retrieval joins prehistory and posthistory in an inclusive now of all traditions. The providence that’s in a watchful state Knows almost every grain of Plutus’ gold, Finds bottom in the uncomprehensive deeps, Keeps place with thought, and almost, like the gods, Does thoughts unveil in their dumb cradles. (Shakespeare, Troilus and Cressida) The American executive now experiences the European “existential” anguish in the clash between job and role. The more responsible he is, the less power he has—the more involved, the less freedom. With the acceleration of change, management now takes on entirely new functions. While navigation amidst the unknown is becoming the normal role of the executive, the new need is not merely to navigate but to anticipate effects with their causes. At instant speeds in our resonant Echoland, it is fatal to “wait and see.” “Feedback” relying on experience is now too slow. We must know in advance of action. The “feedforward” of knowledge based on pattern recognition of process is essential for reprogramming beyond ideologies. What had always appeared inevitable can thus be bypassed. THERE IS NO LONGER ANY NEED TO BACK INTO A PROPHYLACTIC FUTURE WITH MILDEWED HINDSIGHT. 1. Role Becomes Job THE PRESIDENT The academic historians of Ford’s time strove to make history into a science by a matching process. Henry Ford turned to making history by scrapping the agrarian world around him. He was one of the greatest creators of new social clothing and service environments. While altering