Although there is little literature on the topic, there seems to be no reason why quality circles (QCs) could not be implemented in an educational organization. The most important obstacles are the seeming lack of tangible results in education, the lack of a tradition of group decision making and participative management, and the confusion over formal lines of responsibilities. QCs can be a tool for the whole organization to improve its effectiveness. QCs can improve the effectiveness and efficiency of organizational processes through effects on interpersonal and interdepartmental relationships, such as improved communication, understanding of others, and decreased absenteeism and frustrations. The inherent weakness of QCs is that they need to operate within the social effects they are claimed to produce themselves. More and better research is needed to find the effects QCs can yield under what conditions. Theory-building is needed. Management in training and education should reconsider the QC concept and seriously balance potential benefits and caveats. (Includes 8 pages of references and 11 pages of documents reviewed.) (CML)