Base on my understanding of the Stanford case, I selected the following 3 steps for evaluation: Step 1: Sensitizing and familiarizing top management; Step 4: Mobilizing internal and external partners; Step 5: Initiating a Total Quality Diagnosis Step 1: Sensitizing and familiarizing top management However, neither Hall nor his top management team understood basic concepts of TQ or TQM. Hall gave Parkas his personal vision: reduce defective products, reduce cost of quality in the organization, empower all employees. His approach was traditional, only look within organization to for better control of products and resources. It was introversive management approach, what about Standford’s customer, its shareholder, external partners? Even a year later in May 1991, when introduced Five Basic Principles, they use Quality – conformance to requirements not total quality that should be introduced. The worst part was Standford’s top management did not share Hall’s vision. Although Hall was committed to TQM at Standford, his top management team was not. Together with all employees, they feel that the quality improvement effort is another book-of-the-month from the president. Instead of jumping into those 3 visions for Standford and making a decision of “Crosby approach”, Hall and the top management team should have learned the basics of TQ and TQM, through either attending lectures, or reading related articles and books, or even setting up in-house sessions through consultants etc. Or as indicated in the text book, at later stages, they gain in-depth knowledge by going through mobilization meetings at Step 4 and training sessions at Step 6. Step 4: Mobilizing internal and external partners; When all the people have been convinc ...