Employee Owned Change™
What is it about?
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:
a way of managing change
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:
- working with managers affected by changes in an organization.
- linking with all those who can influence desired outcomes.
- identifying/forming tentative general goals, which by joint processes, will convert to specific group goals.
- 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.
- 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™
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
- Personal resistance to change
- Additional information that could cause the success or failure of the Employee Owned Change Project
- Participation in team projects
PHASE II – Synthesize Information
- Objectives for the Employee Owned Change project
- Key issues
- Trouble spots
- Problem members
- Relevant history
- Research information relevant to Phase I
- Articles / books / models / background information
PHASE III – Planning Meeting
- Identify and define roles
- Build the rapport of the core group
- Review the mission statement and/or goals
- Agree upon the purpose of the project
- Choose the project objectives
- Assign tasks
- Coordinate group assignments
- Discuss information from individual meetings anonymously
- Solve problems about key member buy-in
- Negotiate solutions in a positive mode
- Ask questions about the project
- Agree on problem areas
- Reach consensus about program curriculum
- Prioritize issues to be discussed
- Choose a leader or leaders who will give final approval for the EOC curriculum.
PHASE IV – Research and Development
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 EOC™ 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
- 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.