Quality Circles (QC's) consist of small groups of people who perform the same work and who voluntarily meet on a regular basis to discuss problems, seek solutions, and cooperate with management in the implementation of those solutions. QC's operate on the premise that employee participation in decision making and problem solving improves the quality of work. Members of QC's set their own rules, make decisions by consensus, and utilize organized problem-solving techniques such as brainstorming and cause-and-effect diagraming. A QC established at one of the off-campus learning centers at Central Piedmont Community College in Charlotte, North Carolina, developed a more effective telephone system which eventually saved the center $100 per month in staff time. At Middlesex County College in Edison, New Jersey, QC's were initiated to improve the Career Oriented Peer Services (COPS) project. Two QC's, comprised of second-year peer tutors of high-risk first-year students, dealt with problems of over-dependence on COPS staff, time management, and improving campus awareness of the peer tutoring center. At Lakeshore Technical Institute in Cleveland, Wisconsin, management QC's comprised of administrators and program directors, and non-management circles comprised of faculty and support services staff, led to the development of a new memo system, intramural sporting events, and a computerized information system. A QC involving students in one two-year college history class significantly increased class participation. Adequate training in QC techniques, particularly in the education setting, is vital to the success of such efforts. (PAA)