The concept of the quality circle (QC) is outlined and a brief history given of its use in Japan and eventual migration to the United States in 1974. The leaders and participants in QC's are trained in communication and problem-solving skills. The essential techniques used in the QC are brainstorming, consensus, cause and effect analysis, data gathering and analysis, decision analysis, solution generation, presentation techniques, evaluation, and communication/group process training. QC's differ from other participative management processes in three ways: (1) the ultimate decision-making continues to rest with the existing administrative structure, (2) administrators usually adopt QC solutions because they know the participants are trained and skilled in problem-solving techniques, and (3) the facilitator maintains communication with administrators. The Oregon City School District implemented a QC program with three schools selected from a group of nine schools that volunteered to participate. A total of six circles met during 1983-84. Although the district is still evaluating the effectiveness of the program, it has already found an enhanced relationship between administrators and teachers, and the changes enacted as a result of QC recommendations have helped school operations. A list of references and four appendixes are included. (MD)