[The following article appears in the September, 1994 edition of
_TQM_in_Higher_Education_, pages 6 and 7.]

                 TEN REASONS WHY TQM DOESN'T ALWAYS WORK

     U of San Francisco business professor Oren Harari has
documented the kinds of goals that can displace what its
proponents say should really be at the heart of TQM: continuous
improvement at satisfying customers--not a particular set of
procedures or roles but a more realistic way to make sense of
what an institution does: Success is not a given when:

     1. TQM focuses people's attention on internal processes
     rather than on external results.
     
     2. TQM focuses on minimum standards.
     
     3. TQM develops it own cumbersome bureaucracy.
     
     4. TQM delegates its pursuit to quality czars and experts
     rather than to real people in the trenches.
     
     5. TQM doesn't demand radical organizational reform.
     
     6. TQM doesn't demand changes in management compensation.
     
     7. TQM doesn't demand entirely new relationships with
     outside partners.
     
     8. TQM appeals to faddism, egotism, and quick fixism.
     
     9. TQM drains entrepreneurship and innovation from an
     institution's culture.
     
     10. TQM has no place for love, only an analytically
     detached, sterile mechanical path. 
     
     "Dear reader," says the author, "I didn't create these
findings unearthed by respected researchers; I am merely trying
to explain why TQM programs you are personally familiar with are
stuck in first gear."

     Source: The 1994 Quality Yearbook, James W. Cortada and John
A. Woods, Editors, McGraw-Hill, NYC. 

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