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“Criticizing quality is like criticizing the Queen Mother” according to one contributor to John Seddon’s research for this attack on ISO 9000 ‐ commonly viewed as the quality standard to aspire to but, in Seddon’s view, a process which actively handicaps those companies which adopt it, and takes them further away from “quality” as it should be understood today. Lays down ten major arguments against the ISO standard, with case examples of what happened as a result of implementation and how those outcomes impacted on customer‐defined quality. Gives some background to the development of the standard, and argues that it is, at best, inappropriate and, at worst, a serious threat to organizational performance.

Discusses the methods by which to tackle behaviour and performance attitudes in a systematic manner, concentrating on changing management behaviour to make systems work. Examines two basic requirements of training ‐ how to establish the link between behaviour and performance; and how to establish strategy for creating conditions in the organization which will support a new way of doing things.

The last five years have seen an enormous growth in service training. Generally, organisations are buying short (one or two day) service ‘orientation’ programmes. We have been asking organisations what these programmes achieve. Typically, we find that 20% of the participants become committed, 60% understand the content but only pay lip service to it, and 20% feel that while the programme was interesting and fun, it was really not relevant.

Describes a TQM methodology model for achieving lasting culture change. Asserts that TQM effectiveness is often limited or negated by a failure to adequately consider the relationship between productivity and cultural behaviour. Proposes a model and techniques that integrate strategies and tasks with values and behaviours to accelerate the TQM process. Asserts that the values held in the organization should be compatible with its strategic goals. Advizes on how to choose domains for gathering and analysis of data. Concludes that successful quality interventions change people′s behaviour and related attitudes.

Asserts that leaders will be judged in the 1990s by their ability to develop new ways of working. Considers both the form and the process of change and looks at the way leaders may be helped towards achieving rapid change. Suggests that new assumptions require new practices. Provides a list of tactics which have been, or show promise of being, effective in bringing about successful change. Contends that doing more with less demands focus, efficiency and improvement, and that it starts with thinking about doing things differently in order to do different things.

Asserts that for quality improvement to have a lasting effect in an organisation, employees need to learn how to adapt themselves to the culture change and understand why it is necessary. Centres on the argument that for any change of consequence there is a need to look to unreasonable people who persist in trying to adapt the world to themselves. Discusses the implications of culture change. Outlines the methods to provide a direct and practical means of getting people to take a different perspective on themselves, and thus be more prepared to take on and use relevant quality education.

Discusses the concept of “attitude” as the reason why some quality initiatives fail and some succeed and states that successful change requires both passion and systems. Outlines the analysis of people′s behaviour in organizations, highlighting the necessity of demonstrating a relationship between behaviour and performance. Details three general approaches to change in service organizations, calling them “customer fizz”, “education for all” and “procedures”. Relates the impact of leadership on quality and service programmes, concentrating on the shift from attention to output to attention process. Looks at statements of mission, inter‐unit relations, structure and systems and procedure. Suggests that intelligent leadership requires action as a result of analysis.

Discusses why, if quality is concerned with changing behaviour, we leave so much to chance. Asserts that organisations need to design into their TQM programmes the means for people to tackle and solve quality problems. Demands a clear focus on the customer and total commitment throughout the organization. Asserts that what is lacking is an effective balance between the goals and tasks of achieving quality and organizational values and behaviours. Contends it is balanced attention to values as well as goals which will drive the “culture change” required for long‐term success of TQM. Stresses responsiveness to customer needs. Believes that quality improvement depends on people changing their behaviour. Observes that to create change both passion ‐ shared vision and values ‐ and systems are needed.

This article focuses on leadership as a job: what challenges leaders actually face and what they need to do to meet them. It argues that leaders of organisations in the public sector need to focus on improvements to frontline services to the public, while also satisfying government agendas and targets. A leader's role should not focus on managing people but on improving the system with the people and this systems view requires leadership against demand.