The "Teaching and Learning Quality Process Review" (TLQPR) recently completed in Hong Kong had an emphasis on education quality work. This paper analyses how, from the perspective of academic staff in one university in Hong Kong, the good intentions embedded in that idea are enhanced or subverted by the broader ?quality system setting in which staff operate. A "critical incident" survey suggested that useful changes would involve the following. First, focus on a "lean" philosophy and an associated examination of the extent to which (essentially administrative) system requirements are "adding value" to the fundamental aims of achieving quality in teaching and learning outcomes. Second, build adaptability into the system by giving staff the maximum flexibility to translate a minimal set of overall requirements into activities. Third, tolerate staff and groups who "break rules" in rational and well-intended ways to optimise intended outcomes. Fourth, develop a culture of trust between staff and management.