An environmental scanning system was developed by the admissions office of a graduate school of management in a small southeastern university. The school's strategic planning committee felt that it would be beneficial to acquire information concerning issues, trends, and possible events that might impact upon the school in the future and to analyze this information so as to better prepare the school for change. Six broad categories were to be scanned: four of these were in the traditional social, technological, economic, and political areas; additionally it was felt that regulatory matters involving accreditation and the category of competitive intelligence should be included. The planning committee chose the ED QUEST model for its planning efforts. After the categories were chosen, information resources were identified and streamlined to aid convenience, time management, and better resource utilization. The major outcomes of the environmental scanning process were the development of an environmental scanning notebook, a newsletter, and the development of Delphi statements which were constructed to propose possible future implications of the themes and items of information suggested for the school. Outcomes indicated significant progress for the school of management. The process itself was viewed as being more important than the product because it elevated planning to the status of a regular activity, thus improving the organization's strategic management and planning. Contains 18 references. (GLR)