This lecture was given by Richard Palmer after receiving the 2006 Julian Hinds Award. First, let me thank Bill Werick for his much too kind introduction. Bill is given to exaggeration. Second, I want to express to you the pride I feel having been selected to receive the 2006 Julian Hinds Award. In the past the award has been given to many very outstanding individuals, and it is not clear that I deserve membership in that club. I can only note my incredible luck in being surrounded by exceptionally talented mentors, colleagues, and graduate students during the past 30 years. These people shared their time and intellect with me, encouraged me to continue when I was on the right track and redirected me when I wasn’t. This award is certainly due to the opportunities these people have helped me recognize. My talk this morning conveys three themes that have figured significantly in my professional activities during the past 30 years: interactive, computer-aided decision making, shared vision planning and global climate change. But, before beginning my talk, I want to acknowledge three institutions. The Johns Hopkins University is where I was given the opportunity to perform my graduate work in water resources and where I met so many outstanding people, including Abel Wolman, Reds Wolman, Jared Cohon, Charles ReVelle, Robert Hirsch, Kenneth Potter, James Smith, and David Eaton; The Institute of Water Resources of the U.S. Army Corps of Engineers, specifically, Bill Werick and Gene Stakhiv who provided me with both support and guidance for many years; and the University of Washington that has been my home institution for the past 27 years and where I have been trained by my students and colleagues. My three themes begin with the idea of interactive, computeraided decision making. Some people in this room are like me, their careers began when “computers and computing” implied a deck of key punch cards and time spent waiting for your program’s error messages. When I entered graduate school my primary interest was in water supply management. With the help of Paul Eastman and Dan Sheer, I was able to interest water research agencies in northern Virginia, suburban Maryland, and Washington, D.C. to support research at The John Hopkins University to analyze supply options for the Washington, D.C. metropolitan area. The Corps of Engineers had created a water supply plan that called for the construction of 16 reservoirs in the Potomac River to augment D.C.’s water supply. As part of my Ph.D. dissertation, I applied a linear programming model to demonstrate that conjunctive management of the existing reservoirs and the construction of two reservoirs would provide all the water needed for many years. The model’s assumptions included “cooperative management” of the system. There was nothing “interactive” about my model. I loaded a deck of computer cards into a card reader, communicated this information via slow phone lines to