Data is raw. It simply exists and has no significance beyond its existence (in and of itself). It can exist in any form, usable or not. It does not h… - Russell L. Ackoff

Successful problem solving requires finding the right solution to the right problem. We fail more often because we solve the wrong problem than because we get the wrong solution to the right problem.

In the spring of 1951 Churchman and I accepted appointments to (then) Case Institute of Technology in Cleveland because Case was committed to establishing an activity in Operations Research and Churchman and I had come to believe we could probably work better under this name than under the cloak of academic philosophy. By the end of 1952 we had formal approval, but not without faculty opposition, for the first doctoral program in Operations Research. From then on the Group and the program grew rapidly and flourished. Case became a mecca to which pilgrimages of operations researchers from around the world came. In 1958, Churchman, for personal reasons, migrated to the University of California at Berkeley where he established a similar activity. Academic Operations Research activities began to proliferate and flourish, many of them modeled on those at Case.

My experience indicates that most managers receive much more data (if not information) than they can possibly absorb even if they spend all of their time trying to do so. Hence they already suffer from an information overload. They must spend a great deal of time separating the relevant documents. For example, I have found that I receive an average of 43 hours of unsolicited reading material each week. The solicited material is usually half again this amount.