Beginning an an informal, unstructured information interchange among 100 union, worker, and management representatives from seventeen public and private sector organizations operationally involved in quality of work life activities, a 1977 conference evolved into the first annual meeting of the American Quality of Work Life Association. Participants shared their activities to achieve the simultaneous goals of improved quality of work life for all members of the orgnization and greater company and union effectiveness. Development of a quality of work life project was described as a multi-phase process. Someone in the union, management, or outside organization seeks to initiate interest in his idea in the startup phase. The get-going phase involves creation of the project structure--committees with joint labor and management representation. Implementation and expansion in the "going" phase depend on effective resolution of issues concerning activities and goals. From the start ground rules (contracts and letters of agreement) should be defined. Project participation and involvement should be continually expanded and maintained when changes appear imperceptible. Benefits include improved communications, drop in grievance rates, and attitudinal changes. Future issues include self-sustaining projects, committee authority, and work sharing of the fruits of increased efficiency and productivity. (YLB)