THE NEW CREATIVE-THINKING SKILLS NEEDED FOR TOTAL QUALITY MANAGEMENT TO BECOME FACT, NOT JUST PHILOSOPHY

This article models the change-making process for organizations, summa rizes research on the model, and shows the fundamental connection betw een change-making skills and the concept called total quality manageme nt (TQM). Further, the article models the change-making process as a d isciplined multistage, circular creative thinking process and links cr eative thinking directly to organizational effectiveness. Three key cr eative thinking skills for organizations are identified: deferral of j udgment, active divergence, and active convergence. How these skills f orm the basis of TQM success is described and training research is sum marized. Change-making skills and continuous improvement are identifie d as the fundamentals of TQM. As North American industries continue to experience the effects of constantly changing markets and global comp etition, the need to implement TQM will increasingly emerge. To move b eyond the tendency to superficially implement the latest ''fad, '' org anizations need to increase their understanding of change-making as th e foundation of TQM. Organizational members starting with top manageme nt need to learn fundamental creative thinking skills to participate i n the change-making process.