What can be done to reorient tomorrow's city management? The authors suggest following seven high-priority remedies or palliatives for city managers. 1. an elaboration of a volatile and mixed politics/administration zone, 2. a new blend of fact [equilibrium] value, 3. an emphasis on effectiveness as guide for city management, along with a deemphasis on efficiency and economy, 4. a focus on continuous improvement as a guiding metaphor 5. various ways of enhancing emphasis on city management team, 6. greater regenerative interaction, and 7. a new balance in manager/council relations. Toward Elaborating Politics/Administration Consider, first, retaining conventional dichotomy at each extreme, but with a kind of two-way intermediate zone. This refines such long-standing pronouncements as the city manager's job is political (Bosworth, 1958). This intermediate politics/administration zone is seen as shifting and even mercurial, but nonetheless amenable to greater definition and specification that can lead to mutual learning and change--by city council as well as city management, or city manager and staff. As long-time city manager Mendonsa explains: The problems and issues are much too complex and difficult for councils to work in policy arenas without a full understanding of administrative issues. Moreover... councils need and expect advice, information, and assistance manager can provide.... Equally important, many administrative issues are much too politically sensitive for manager to proceed without keeping council fully informed. Much experience and theory motivate such expenditures of time and resources (Svara, 1988; Nalbandian, 1991). Although few jurisdictions deliberately explore this intermediate zone, let us try to do a bit more. To illustrate, at least three kinds of things can be done to reframe council-manager relations, consistent with a more elaborated politics/administration mind picture. The suggestions deal with a new balance, and hence go far beyond conventional injunctions to be helpfully skillful (Anderson, Newland, and Stillman, 1983; 66-69) or to manage appearances while doing proscribed but unavoidable (Duggan, 1991). Periodic Fine Tuning Some simple designs can help diagnose fluid intermediate zone, where continuous diagnosis is critical. Our favorite design involves sharing of 3-dimensional images, in which pairs--such as city manager and council--separately develop lists of answers to three questions (Golembiewski, 1993; 318-323): 1. do you see (council or manager)? 2. do you see yourself in relation to (council or manager)? 3. does (council or manager) see you? Periodic public sharing of these 3-D images, along with examples of liked/disliked policy, idea, behavior or attitude, provide raw material for contracting about short-term character of politics/administration intermediate zone. Operationally, participants then develop lists from 3-D images of what they would like to see stopped, started, or continued. Bargaining can proceed. What will one side stop, for example, to see a start by other on some item? Formal documents often result. The basic purpose is to make useful midcourse corrections, conveniently and regularly. Caught soon enough, such materials can result in greater clarity about jurisdictions and performance, improved working relationships, and other fine tunings. This is not some nicety. City managers today operate in territories where real-time feedback is useful, if not critical. For example, How aggressive [should a manager] be as a changeagent? (Anderson, Newland, and Stillman, 1983; 68). Only local and often temporary approximations apply and, absent high-quality data, only foolhardy will go very far, or very fast. Yet proactivity is precisely what is required. …