Employee Owned Change (EOC)™

The purpose for the Employee Owned Change™ Program is to build a cohesive team unit with the key people on the project so that the environment feels like a closely knit family where co-workers work together in a spirit of cooperation, collaboration and ownership so that the needs and wants of customers/clients are satisfied from the customer’s perspective.

What is it about?

A healthy organization is one that has a strong sense of its own identity and mission, plus the capacity to adapt readily and constructively to change. This type of organization exhibits independence, optimism, interdependence, and a high degree of responsibility and results.

Employee Owned Change (EOC) development actions are rooted in behavioral science principles. These reflect human-centered and participative approaches to management and leadership.

EOC development reflects two aspects of organizational development. They are:
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a way of managing change

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a way of focusing human energy toward specific desired outcomes

Success with any EOC development action rests on the fundamental belief that in an organizational setting the individual members must have the opportunity to grow if a vital organization is to remain healthy or if an ailing one is to revive. In managing change, the methodology of EOC development is to work in concert with the persons affected by the change. This fosters responsibility in managers which leads to creativity in problem resolution. What is true of individuals then becomes true of the associations they form. EOC development is also practical and functions as a discipline for focusing energy on specific goals. While most organizations begin purposefully, the goals of groups give way to individualistic aims. EOC development recognizes that all energy must be volunteered by individual managers. The wants and needs of the individual are therefore essential inputs to the goal setting process of the group. If each member participates in forming group goals and in general subscribes to those goals, then a considerable share of his/her energy and the energy of co-workers, begins to work toward a common purpose.

EOC development actions succeed when leaders proceed by:

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working with managers affected by changes in an organization.

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linking with all those who can influence desired outcomes.

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identifying/forming tentative general goals, which by joint processes, will convert to specific group goals.

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working on improving the quality of relationships from one in which managers are conditioned to interpersonal/conflict (I-you) versus one of collaboration and healthy competition (we-us). To bring about such a change, open communication, collaborative goal setting, and mutual problem solving/decision making must be encouraged.

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building active feedback loops so managers monitor and share in their organization's progress toward the achievement of mutually agreed upon goals.

A schematic representing typical team development concepts follows. While it represents a “typical” flow of events, each situation will vary. This demands adaptation and tailoring of actions to achieve client objectives.

Employee Owned Change™ Development Phases

PHASE I – Needs Assessment

An MMS consultant meets with each of the key individuals on the project to determine:

  • Program comprehension
  • Program buy-in
  • Past experience working with outside consultants

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PHASE II – Synthesize Information

The individual meetings are synthesized into a Team Building diagnostic report which illustrates the commitment to Team Building.

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PHASE III – Planning Meeting

The core group meets with one or two MMS Consultants to plan the Team Building Project. Information from Phase II is presented with an eye to:

  • Identify and define roles

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PHASE IV – Research and Development

MMS team of change management consultants’ research and develop the curriculum as agreed upon in Phase III. Films are previewed, materials are organized, information is gathered and produced for final approval by the planning core group.

PHASE V – Presentation of Materials for Final Approval

In as much as the curriculum design is a collaborative effort between MMS team and the client, a final review of the curriculum is essential so that there are no surprises on Employee Owned Change day.

PHASE VI – Team Building Day

This is the EOC day as designed in Phase III. Materials have been prepared, and workshop books have been assembled with handouts. An agenda has been prepared and the flow of the day calculated. A normal day would span the time from 9AM – 5 or 6PM with a break for refreshments during both morning and afternoon. Time is also allotted for lunch.

PHASE VII – Debriefing

The Core Group assemble with MMS Consultants to:
  • Assess the Employee Owned Change™ day
  • Review the condition of each member of the group
  • Choose the next steps
  • Schedule individual coaching, meetings, or interventions that are needed to ensure the success of the project.

PHASE VIII – Troubleshooting

An MMS consultant meets with any individuals who need direction or assistance in becoming part of the team.

  • Phases 3-8 are repeated 2, 3, or 4 times depending on Employee Owned Change goal completion
  • MMS consultants travel as a team of two to be able to model team work, successful interactions and communication.
EMPLOYEE OWNED CHANGE PROPOSAL

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