The case describes decade-long (1987-1997) struggles that NCJM employees went through while transforming a family-owned company deserted by its owners into an employee-owned worker cooperative. NCJM was one of the largest private worker cooperatives in India. In the backdrop of the challenges that the leaders and employees faced from suppliers, financiers, government regulatory agencies and political parties, the case recounts the undulations of employee involvement in the transformation process, specifically with respect to two change efforts — institution and maintenance of a plant level consultative committee and changes in disciplinary processes. Furthermore, the case also narrates the internal tensions between the employee groups around information sharing. Thus, it highlights the enigmatic nature of employee participation or involvement in organizational change and documents how the three groups involved in change — workers, unions, and staff — tried to make sense of new developments including the causality of their attributions and related leadership challenges.