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MMS Employee Owned Change®

Employee Owned Change™

The most popular MMS Corporate Process Employee Owned Change – creates a blueprint that represents “The Voice of the People” that can be used effectively to manage the change process. Employees buy-in to the change process because they are involved, heard, and their suggestions are taken into consideration before the changes are engineered. With data gathering, synthesis, feedback and collaborative design, we make participative management a reality. EOCTM is a powerful program and a dynamic tool that supports integrated organizational change management efforts at all levels of the organization.


The purpose of Employee Owned Change is to build a cohesive team unit so that coworkers work together in a spirit of cooperation, collaboration and ownership.

What is Employee Owned Change?

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.

Team development actions are rooted in behavioral science principles. These reflect human-centered and participatory approaches to management and leadership. Team 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 team 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 team development is to work in concert with the persons affected by the change. This fosters responsibility in managers which leads to creativity in problem solving. What is true of individuals then becomes true of the associations they form.

Team 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. Team development recognizes that all energy must be volunteered by individual managers. The wants and needs of the individual are therefore essential input 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 coworkers, begins to work toward a common purpose. Team development actions succeed when leaders proceed by:

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 inter personal/conflict (I-you) versus one of collaboration and healthy competition (we-us). To bring about such a organizational 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 towards 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
MMS Change Management 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
The individual meetings are synthesized into a Team Building diagnostic report which illustrates the commitment to Team Building. The following information is assembled for review:

  • 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
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
  • 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 Employee Owned Change curriculum.

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 Employee Owned Change 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 9:00 A.M. – 5:00 or 6:00 P.M. 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.

Interested in providing to your employees with Organizational Change Management training? Contact our office: You can also subscribe to and access our Online Virtual Training Program.

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