The model has three elements, two of which are knowledge and power. These managers must realize that issues are always perk- ing near the bottom of the organization, even when the company's balance sheet looks healthy. A basic element in any TQC effort is communication of data specifically, statistics and information that describe a problem or establish a benchmark for improvement. Awareness of problems is what maintains the sense of urgency among managers to initiate changes that lead to improvement. But this type of knowledge is difficult to gain in large corporations.
Sheer size can create organizational obstructions to the flow of information.
Too often, the layers of management in an organization work as a filter, rather than a conduit, for facts and data. If an organization is to successfully absorb change, whether it is brought on by improvements in technology or processes, a system must be in place that allows communication throughout all hierarchical levels. Essentially, this exchange helps integrate knowledge and power. And the employee would respond by saying how he thought he could do it. They would toss ideas back and forth until they finally agreed.