Implementing Quality Circles in State Government

Abstract

When a technique is developed in the private sector that produces testimonial after testimonial about its success in solving work-related problems, it is natural for managers in the public sector to become interested.' When the anecdotal reports of the technique's positive effects on attitudes and behaviors are confirmed by solid research, it is natural for public-sector managers to begin using the technique themselves.2 When the technique has been used successfully in the public sector and this success is reported, more and more public agencies can be expected to adopt the technique.3 Such is the path taken by quality circles. Briefly, a quality circle is a small group of people who do similar or connected work and who meet regularly (usually an hour a week) to identify, analyze, and solve work-process problems. Typically, quality circles are 6 to 12 employees led by their first-line supervisor and assisted by a trained facilitator. The circle chooses its own problems to work on and approaches those problems through a structured, problem-solving process. Resulting recommendations are usually presented to the team leader's immediate supervisor, who in turn may carry the recommendations further. The team leaders, the facilitators, and the circle members all receive training in quality-circle operations and in group dynamics and problem solving.4 Over the past decade hundreds of reports of the documented savings and solutions to work-process problems produced by quality circles-some that involved public sector organizations-have appeared in the popular and business press as well as in outlets such

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