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AS Director‐General of the Confederation of British Industry, William Owen Campbell Adamson tramps around Whitehall championing the interests of British business in the face of a current account deficit in the balance of payments approaching £4,000 million; a weighted average devaluation of sterling of over 20 per cent since December 1971; unemployment rising; our Gross Domestic Product in the third quarter of 1974 hardly higher than in the same period a year ago; industry in real terms currently running at a loss; and the Financial Times Ordinary Share Index at its lowest level since the 1950s.

This is the age of research. What was once a highly selective privilege in just a few professions that could be counted on one's fingers has since the last war become a feature of every conceivable branch of science and trade, to which millions in money are devoted. The connection often seems remote, if not a little spurious. Perhaps it may be due to the enormous emphasis on the teaching of science and technology in recent years, but we see what Sir William Dale calls “these turnspits of modern science” ready to undertake, and various official bodies to finance by grants, research into almost anything. The amount spent, for example, on cancer research through the years and all over the world, which incidentally has produced very little in the way of real advancement towards a cure, must be phenomenal, but it is now probably dwarfed by the colossal sums available for trade and market research. We even see research by opposing groups, one endeavouring to prove, the other to refute some particular hypothesis. Much of it appears to lack realism or to be of any great practical value and at too high a theoretical level, including masses of statistics, without which the younger generation of scientists appears to think research valueless, if not impossible.

March 4, 1966 Damages — Remoteness — Breach of warranty by sub‐contractors to contractors to provide suitable scaffolding — Concurrent breach of statutory duty by contractors to plaintiff's husband to see that suitable scaffolding provided — Fatal injury to plaintiff's husband — Contractors liable in tort to plaintiff — Whether damages “flowing from breach” — Whether rights under warranty affected.

THIS title, abbreviated in current fashion to the initials M.S.T., is given to what Personnel Administration Ltd. describe as a new management technique which has been developed by their research and development division under its director, Mr. B. P. Smith. Its aim is to increase the productivity of workers, particularly semi‐skilled ones engaged on repetitive tasks. Since the company claim that M.S.T. is as significant an advance on work study as work study originally was on rate fixing, it plainly calls for examination by experts.

I want first to relate the Rules and their preparation to as wide a professional canvas as possible. Secondly, I intend to connect that relationship with the principles upon which the Rules have been based and upon which their structure has been built. And finally I would like to describe briefly how their value has so far been established and related to current library services.

This paper reports the findings of in‐depth case study research carried out with the board of a UK family business. The research was designed to explore interaction amongst directors seeking to achieve agreement on a key strategic issue in one of their quarterly board meetings. In particular there is a focus on the extent to which there is parity between individual directors’ own opinions and views about this strategic issue, contributions they made in the boardroom and the collective agreement reached.