Institutionalization of TQM

These processes are concerned with congruence among these variables:
1) the change with the organization,
2) the change with other changes initiated at the time,
3) the change with environmental demands, and
4) with the level of slack resources in the organization.
TQM needs to be congruent with the organization's current culture, and with other changes occurring in the organization. In a period of diminishing resources, organizations are likely to be trying to cope, by downsizing or other methods. In some organizations there are increasing demands for quality or client service improvements. Many such changes are likely to be driven by external demands, and TQM may be more likely to be successful than at times of less environmental pressure. Unfortunately, the fourth element, slack resources, is likely to be present: under current conditions, extra resources (money and staff time) are less likely to be easily available. The challenge is to find a way to make the initial investment outlay to start a process which will pay off in the long term.
Institutionalization may also be enhanced by overlaying another, but compatible, change model: the learning organization. This involves, at both the micro and systems levels, staff always learning how to do better and management learning how to be more responsive to staff and the community. Leaders help staff develop their own visions and align these with the organization's vision of quality. This is a very comforting model for leaders and or organizations who like or need change more slowly.