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Planning for Higher Education Journal

Published
December 1, 1998

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Quality as Stealth

By: J. David Arnold,J. David Harman,Deborah L. VanderBilt

One college provided a stealthy introduction to total quality management-seen by many faculty as a "corporate" concept-in the development of program review and strategic budget reductions.

From Volume 27 Number 2 | Winter 1998–1999

Abstract: This paper is a case study describing the use of Quality tools-without identifying them ("stealth") to aviod a strong faculty prejudice against Quality as a "corporate" concept-to lead to a task force to address critical budget issues and initiate a strategice program review involving assessment. Using How to Make Meetings Work (Doyle &Straus, 1993) as a guide, the task force successfully concluded the review process operating by consensus, mission-based priciples, and 30 quanitative/qualitative measures.

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