The mathematical relationships predicting average waiting time as a function of arrival patterns, service time distributions, number and types of servers, and various queue disciplines are well known. In this note, we address the problem of managing queues by managing perceptions of waiting. Basic operations-management principles can easily address issues of fairness: form one line instead of many; apply first-come, first-served principles (unless an express lane can be formed in a way that everyone finds fair); do not allow line jumping. Innovative approaches to queue management, though, can alleviate or reverse the boredom and manage expectations, making the process less painful for customers and front-line employees through three mechanisms: (1) eliminating or reducing the wait, (2) managing expectations, and (3) enhancing the experience. We discuss numerous examples of innovative queue management that fit into this framework. Excerpt UVA-OM-1581 Sept. 26, 2017 Queue Management: Elimination, Expectation, and Enhancement Waiting is frustrating, demoralizing, agonizing, aggravating, annoying, time-consuming, and incredibly expensive. —Federal Express advertisement in the 1980s A queue can be found anywhere demand for a good or service temporarily and locally outstrips the ability of the provider to meet the demand. At theme parks and the Department of Motor Vehicles (DMV), the butcher counter and the checkout counter, on the road and on the phone, waiting for your turn is a part of life. Queues are often negatively connoted in the public mind, being associated with the Great Depression, collapsing governments, and various crises and disasters. Poland's Institute of National Remembrance published the board game Kolejka on the theme; the game is played by standing in line for the necessities on your shopping list while other players with a “colleague in the government” card can cut in front of you. Line waiting can be so onerous for some that they even hire people to do it for them. Long queues can occasionally have positive associations, as with the arrival of a new gadget, movie, or book, though the positive association almost certainly does not come from any joy intrinsic to the act of queueing itself. Long queues can sometimes enhance the cachet of a luxury good or exclusive service such as a nightclub, where being seen in the queue is itself a Veblen good—the draw for upmarket streetware provider Supreme is as much the wait in line as the merchandise, and, as the Washingtonian reports, “Waiting in Ridiculously Long Lines is Washington's Latest Status Symbol.” . . .