[The following news item appears in the October 1994 edition of
_Quality_Progress_, page 14.]

    SABOTAGE! SURVEY FINDS INTERNAL RESISTANCE TO QUALITY INITIATIVES

     Corporate total quality management efforts have not gone the
way of other 1980s phenomena, such as leveraged buyouts and
junk-bond schemes. Nearly 75% of the 1,000 companies surveyed by
Achieve International, the strategic consulting division of
Zenger-Miller Achieve, said their companies are currently
pursuing quality initiatives and using quality improvement teams.

     But the bad news is that more than one-third of these
companies reported sabotage or internal resistance to these
initiatives. Most blamed middle managers for impeding quality
(75%) and team efforts (70%).

     Linda Moran--co-author of the survey findings, Winning
Competitive Advantage: A Blended Strategy Works Best--said the
survey offers a clear warning to chief executive officers (CEOs).
"Our research confirms that executive and middle-manager
resistance and even sabotage can significantly influence the
success of a company's quality, team, and process management
strategies," said Moran. "Because these strategies are crucial
techniques for achieving global competitive advantage, we
recommend specific interventions early on to wear down these
pockets of resistance, whether they involve individual
personalities, the protection of turf, or a lack of buy-in to a
broad portion of the effort."

     In addition to overcoming internal resistance, the majority
of companies able to avoid pitfalls and achieve success through
their quality initiatives share one principle: They use a blended
approach to quality. The highest quality success rates were
reported by companies that adopt simultaneous quality, team, and
process management strategies that are formally represented in
their business plans.

     The study found five factors that contribute to the success
of quality initiatives:

          1. Quality initiatives are included in the business
     plan.
     
          2. The initiatives have active executive support.
     
          3. Managers believe in the importance of quality
     efforts.
     
          4. Quality programs are coordinated within a team
     structure.
     
          5. Quality initiatives are begun before teams.
     
     In addition to gathering statistics related to the current
state of corporate quality initiatives, the survey also included
qualitative research. Participants were asked what single piece
of advice they would give their CEOs if they could. Most
responses fell into the following five categories:

          1. Give employees direction. Concentrate on mission,
     vision, and strategic planning.
     
          2. Relinquish control and empower people. Get to know
     and trust employees and encourage their input.
     
          3. Walk the talk. End the credibility gap by providing
     commitment through action. 
     
          4. Invest in quality people with training. Support
     programs that provide the new skills needed by employees,
     executives, and middle managers.
     
          5. Focus on the customer. Base decisions on customer
     requirements.
     
     To receive a free copy of the survey findings, contact Annie
Crowley, Achieve International, 1735 Technology Dr., 6th Fl., San
Jose, CA 95110-1313, (408) 452-1244.