Quality

Quality, though universally recognized as important, is characterized by a "notable plurality of interpretations that reflect its complexity and semantic richness." This semantic diversity often leads to confusion and partial approaches. Traditionally, quality is defined as "conformity to requirements" (Philip Crosby) or "fitness for use" (Joseph Juran). These definitions highlight that quality is not absolute but "always relative to specific needs or expectations."

William A. Foster's words succinctly capture the intentional and strategic nature of quality: "Quality is never an accident; it is always the result of intelligent intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice among many alternatives."

In Italian organizations, the perception of quality often oscillates between two extremes: a bureaucratic view that reduces it to procedures and certifications, and an aspiration for excellence that is difficult to translate into operational practices. This gap between ideal and reality creates the "tension expressed by the 'I would like but I cannot'" ("vorrei ma non posso") paradox.

II. The "I Would Like But I Cannot" Paradox: Core Obstacles

The "vorrei ma non posso" paradox manifests on multiple levels, creating constant tension between aspirations and operational realities, particularly in the Italian context:

Value-Cost Dichotomy: Quality is recognized as a value in principle but often perceived as a cost in daily practice. This "myopic view prevents quality from being considered an investment with significant long-term returns." Organizations invest in quality systems without fully grasping the benefits, reinforcing the perception of quality as a cost and obligation.

Time-Quality Conflict: The pressure to meet deadlines and manage daily urgency clashes with the need to dedicate time and resources to quality system implementation, which requires "planning, training, and constant monitoring."

Consequences: This paradox leads to frustration among quality professionals, who are "forced to become 'diplomats and accommodating people to the detriment of quality'." Overcoming this requires a deep cultural change, transforming quality from "external compliance to internal value, from regulatory obligation to strategic choice, from cost to investm