In recent years, United States scholars with an interest in international business and organizational communication have begun to notice the success of Japanese "quality control circles." These are small groups, usually composed of seven to ten workers, who are organized at the production levels within most large Japanese factories. A typical quality control circle is a relatively autonomous unit led by a senior worker. Its major tasks are to improve methods of production, develop production skills among its members, improve worker morale and motivation, and stimulate teamwork within work groups. Ironically, the idea of the quality control circle was introduced to Japan by an American, William Deming, during the American occupation of Japan after World War II, and later developed by another American, J. M. Juran. In 1948, the practices of the quality control circle were diffused among Japanese businesses through the efforts of the Union of Japanese Scientists and Engineers (JUSE). While the Japanese adaptation of an American idea has been phenomenally successful, a great deal of that success must be attributed to the Japanese cultural values, personnel management practices, and the homogeneity of the Japanese population. (FL)