Describes training programs based on the secrets of star performers in a company. Discusses the steps to implementing a star performer program: (1) determine that there is an identifiable performance deficit; (2) define and identify the star performer; (3) determine how star performers do it; and (4) train the average performer. (JOW)

Discusses the use of total quality management (TQM) principles in K-12 schools. Describes models used by several schools and the methods they used to adapt TQM in reforming their programs. (JOW)

Discusses alternatives to brainstorming such as the Trigger Method, the SIL (Successive Integration of Problem Elements) Method, the Wildest Idea, Brainwriting Pool, Method 6-3-5, Pin Cards, the Gallery Method, the Crawford Slip Method, and Nominal Group Technique. (JOW)

The quality movement in U.S. organizations does not have to deteriorate to a fad if there is real commitment to innovation and continuous improvement. The quality movement has the potential to enable process improvements, breakthrough thinking, and mutual accountability of individuals and teams. (SK)

Discusses a process of total quality management (TQM) that will help define objectives, develop criteria for measuring accomplishments, and identify what has to be done to get an organization from where it is to where it wants to be. Explains the characteristics of a good TQM needs assessment. (JOW)

This brief guide to total quality management (TQM) includes definitions, a review of the history of the concept, profiles of five principle experts, and a discussion of TQM jargon. (SK)

Describes differences between total quality management and self-directed teams in terms of job design, decision making, flexibility, supervision, labor relations, quality, customers, and training. Offers suggestions for which method to choose when. (SK)

The recession, reorganization of work, and total quality management are spurring emphasis on creativity training in the workplace. A wide spectrum of techniques are being used to influence the generation of new ideas, although documentation of the benefits is difficult. (SK)

Suggests a particular way to think about the issue of quality in training, an approach that relates quality to customer satisfaction. Distinguishes between training efforts that are good but not as complete as one would like and those that are second rate. (JOW)

Discusses common problems that occur when trying to implement total quality management. Offers suggestions on changing the culture of an organization. (JOW)

Discusses the problems of applying quality methods to jobs that are not directly involved with manufacturing such as sales, merchandising, law, health care, accounting, and food service. Presents a model for nonmanufacturing organizations. (JOW)

Total quality management is being introduced into courses and classroom methods in business schools and in higher education overall. Its introduction is facing some resistance from faculty. (SK)