My work over more than fifty years has been studying – and then applying – the concepts of systems, complexity, strategy and foresight, first in the field of physics and then in the social sciences. This journey began with my work on my doctorate at The Ohio State University, then using the ideas in the Bell System, as an employee during its divestiture years; as an assistant dean at The University of Detroit Business School; at my consulting firm, The University Group, Inc., and as Distinguished Professor of Management and Chair at Walsh College in Michigan. In industry, I had the opportunity to work with the telecommunications, healthcare, and auto industries. Ultimately, I turned to working with the national security community of the U.S. Government in Washington, D.C. I had many assignments along the way, and many positions in organizations. The papers, presentations, conference proceedings and books represented here are examples of ways I used the principles of systems thinking, complexity science and strategic foresight to teach, consult and practice. I tried to help organizations understand that they were complex social systems, whether they were as small as Mom and Pop machine tool companies or as large as AT&T, General Motors, Ford Motor Company or the U.S. national security community. That understanding, along with the techniques of strategic foresight, improved their ability to accomplish their missions.