Quality management ,Library leadership

I felt the "Myron Tribus article re Quality Management in Education" had a some good points that are applicable to library leadership: -best definition to my mind
" Quality management is a different way to organize the efforts of people. The objective is to harmonize their efforts in such a way that not only do people approach their assigned tasks with enthusiasm, but they also participate in the improvement of how the work gets done.Quality management introduces a significant change in the relationship between those who manage and those who actually do the work." These points are taken from Ed Baker's comparison:-
'exercise managerial leadership through participative management in carrying out their roles as mentors, facilitators,innovators,etc.'
"people are active contributors, valued for their creativity and intelligence"."
' problems will be prevented and improvement will be promoted when people understand where they fit in and have the knowledge to maximize the contribution to the whole...create the environment that nurtures a team oriented culture that can prevent problems and continually improve"
This definition is more applicable to resource management - "quality is defined in a positive sense as products and services beyond present needs and expectations of customers. Innovation is required.External change is inevitable ,but a favorable future can be shaped"
Deming provides more specific links to education: - "Quality in education is what makes learning a pleasure and a joy ... It takes quality experience to create am independent learner" in relation to teachers he writes under quality management the objective is to seek to find a better way .... everyone in the system is expected, invited and trained to participate in the improvement process." S. Covey expresses this as "the teachers are not only responsible for continuous improvement, they are helped to become response -able"
"Students definition of a quality experience has to be found through discussion and negotiation.' - David Langford reports 'once the students understand and accept what it means to do quality work, they learn with such speed and effectiveness, that they more than make up for the time spent in defining a quality experience."
Like Fullan,Deming suggests a manager needs to establish a constancy of purpose -it means to establish a sense of purpose which appeals to all members ...and which provides them with a basis for decision making and taking actions." i.e asks students "what are you trying to do? 'What does it mean to you to do it well? What does the teacher have to do so you can do it well? How will we know if we re doing it well together?
He also advocates that a leader of change needs to understand some of the dynamics involved in changing people's paradigms and that the leader needs to devise a strategy which includes: -
1. develop awareness why it is necessary to change.
2.establishment of goals and objectives for change
3.share broad understanding of what the change entails
4. set of first steps
Finally the article shows some figures and tools that could be used to facilitate staff discussions and st/teacher evaluations.