This research describes a case study of an organization that recently began implementing Deming's Total Quality (TQ). Using discourse analysis, routine work conversations between leaders and members in five manufacturing plants were analyzed in terms of the framing devices used in implementing the TQ vision. This study found five framing devices: Communicated predicaments, possible futures, jargon and vision themes, positive spin, and agenda setting. The characteristics of the framing devices are discussed, along with how leaders and members enact their roles when using the devices, and how the framing devices succeed or fail in implementing the vision.
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