Quality in Context – Changing Our Patterns of Thought

Quality has been defined by many, practiced by most, however; its meaning has eluded all but a few.  According to Ann Lamott “We write to expose the unexposed.  If there is one door in the castle you have been told not to go through, you must.”1 That door, for me, is meaning, and quality is the castle — I propose providing a key for opening the door and conducting an inquiry for management in all functions. The meaning of quality has escaped notice due to the noise and confusion of multiple definitions and practices that are purported to be the harbingers of organization sustainability. This book is written for the 15,250,000 men and women that were reported to be employed in management occupations in 2011 according to the US Bureau of Labor Statistics, and for anyone seeking the meaning of quality.

Quality is instinctive and intuitive ; it is a consistent and recurring attitude of the mind that is inborn, however, attitudes and instincts can be improved with data – significantly. The data presented in this “blog”, promotes the idea that members of management, in all functions, must be aware of the concepts, principles, paradigms, and theory, captured in numerous knowledge domains, to effectively comprehend the meaning of Quality. When management shares the same instincts and attitudes Quality is embedded at the decision making level, it becomes functionless and “TOTAL“. As a consequence, we change our patterns of thought.

Patrick Lou Kelly, MSQA

  1. Bird by Bird, 1994
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