During the 1982-83 school year, a quality/performance circles system model was implemented at Lakeshore Technical Institute (LTI) to promote greater participation by staff in decision making and problem solving. All management staff at the college (N=45) were invited to participate in the process, and 39 volunteered. Non-management staff (N=240) were allotted a limited number of openings, which were filled by 10 faculty members and 9 support staff. A study of the effectiveness of the model and of implementation procedures was conducted to investigate: (1) attitude changes before and after involvement; (2) differences in the attitude changes of management and non-management personnel; and (3) variations in the attitude changes of personnel with differing management styles. The study involved a presentation to all LTI personnel regarding the quality/performance system model, a literature review on the model and measures of its effectiveness, a pre- and post-test attitude survey, and the administration of a management style inventory. The results of the study revealed a significant change in participants' attitudes toward institutional decision making and problem solving. The study report includes an extensive literature review covering the development of quality circles in Japan and the United States; the results of the attitude surveys and of an evaluation of the quality/performance circles process; and the questionnaires. (LL)