In “Change Management,” the final segment of the 7-part SEMA Recession Survival Series, presenter Peter de Jager identifies solutions to overcoming the challenges of implementing the changes necessary to move your company forward.

De Jager states that the number one reason why change fails in an organization is that it’s mandated from above, without taking the realities of the workfloor, counter and service desk into account.

“The vast majority of what we call resistance to change that we see in our organizations has absolutely nothing to do with the change and everything to do with the manner in which management is trying to bring that change about,” says de Jager.

De Jager explains that the reason why people are resistant to change is that they do not like losing control. “[They] figure it is management’s responsibility to respond to it,” he says. “It isn’t [their] problem.”

In order to overcome this resistance to change, de Jager states that you must make it your team's problem by helping them understand what is going on and requesting their input.

“If you want to get someone involved with a change, help them understand the problem and then ask them a question,” he says. “What do you think we should do about that? The amazing thing is that if you ask anybody a question about a problem, 90% of the time they will jump in with an opinion. At the very least, it helps them understand that there is a problem that needs a solution, even if they don’t have the answer.”

De Jager also identifies the difficulty of presenting change when there have been previous failed attempts at doing so. He stresses that the first step to bypass this stumbling block is to regain trust.

“What you have to do is start slow,” he says. “Create a couple of incremental changes. Get those fully under your belt. Get everybody involved. And once they’ve had one success under their belt, now you try it again, and then you can try for a third and a fourth.”

He also reveals the importance of understanding the complexities of people's reactions to change. De Jager states that a team member who resists a new accounting system may quit in frustration and end up at another company that uses that new accounting system.

"If we, as managers and supervisors, can learn the lessons of change and why we resist change and why we embrace them, then we can make change in our organizations a lot better, a lot easier than we ever imagined," says de Jager. "We need to understand, as managers, why exactly do people resist."

To access a complete audio download of this presentation and the SEMA Webinar archives, visit http://meridian.sema.org and then click on “Course Catalog.” Next, enter a search term for the specific webinar or click on “Search” to browse all webinar archives. If you are not already signed in, then you will be prompted to do so.

In “Change Management,” the final segment of the 7-part SEMA Recession Survival Series, presenter Peter de Jager identifies solutions to overcoming the challenges of implementing the changes necessary to move your company forward.

De Jager states that the number one reason why change fails in an organization is that it’s mandated from above, without taking the realities of the workfloor, counter and service desk into account.

“The vast majority of what we call resistance to change that we see in our organizations has absolutely nothing to do with the change and everything to do with the manner in which management is trying to bring that change about,” says de Jager.

De Jager explains that the reason why people are resistant to change is that they do not like losing control. “[They] figure it is management’s responsibility to respond to it,” he says. “It isn’t [their] problem.”

In order to overcome this resistance to change, de Jager states that you must make it your team's problem by helping them understand what is going on and requesting their input.

“If you want to get someone involved with a change, help them understand the problem and then ask them a question,” he says. “What do you think we should do about that? The amazing thing is that if you ask anybody a question about a problem, 90% of the time they will jump in with an opinion. At the very least, it helps them understand that there is a problem that needs a solution, even if they don’t have the answer.”

De Jager also identifies the difficulty of presenting change when there have been previous failed attempts at doing so. He stresses that the first step to bypass this stumbling block is to regain trust.

“What you have to do is start slow,” he says. “Create a couple of incremental changes. Get those fully under your belt. Get everybody involved. And once they’ve had one success under their belt, now you try it again, and then you can try for a third and a fourth.”

He also reveals the importance of understanding the complexities of people's reactions to change. De Jager states that a team member who resists a new accounting system may quit in frustration and end up at another company that uses that new accounting system.

"If we, as managers and supervisors, can learn the lessons of change and why we resist change and why we embrace them, then we can make change in our organizations a lot better, a lot easier than we ever imagined," says de Jager. "We need to understand, as managers, why exactly do people resist."

To access a complete audio download of this presentation and the SEMA Webinar archives, visit http://meridian.sema.org and then click on “Course Catalog.” Next, enter a search term for the specific webinar or click on “Search” to browse all webinar archives. If you are not already signed in, then you will be prompted to do so.

These are the latest photos that Brenda Priddy's spy shooter network has turned up on the next Ford Explorer. Priddy says that previous test mules were wearing Taurus X and Flex body panels, but this one appears to have a 2011 Explorer production front end grafted on to a Taurus X body.

"Under the camouflage, we can see three large bars running across the grille that are very reminiscent of the Explorer America Concept," Priddy says.

Priddy also notes that the dual exhaust shown here is similar to many Ecoboost mules they've spotted, and she ventures that this particular tester has Ford's 3.5L, twin-turbo Ecoboost V6 underhood. The Explorer should also be available with a turbocharged, 2.0L four-cylinder motor when it hits dealer lots.

But the big news with the 2011 Explorer is that it will shift to a unibody, car-based setup, riding on Ford's D3 chassis. Production will start next summer at Chicago's Torrence Avenue assembly plant.

These are the latest photos that Brenda Priddy's spy shooter network has turned up on the next Ford Explorer. Priddy says that previous test mules were wearing Taurus X and Flex body panels, but this one appears to have a 2011 Explorer production front end grafted on to a Taurus X body.

"Under the camouflage, we can see three large bars running across the grille that are very reminiscent of the Explorer America Concept," Priddy says.

Priddy also notes that the dual exhaust shown here is similar to many Ecoboost mules they've spotted, and she ventures that this particular tester has Ford's 3.5L, twin-turbo Ecoboost V6 underhood. The Explorer should also be available with a turbocharged, 2.0L four-cylinder motor when it hits dealer lots.

But the big news with the 2011 Explorer is that it will shift to a unibody, car-based setup, riding on Ford's D3 chassis. Production will start next summer at Chicago's Torrence Avenue assembly plant.

These are the latest photos that Brenda Priddy's spy shooter network has turned up on the next Ford Explorer. Priddy says that previous test mules were wearing Taurus X and Flex body panels, but this one appears to have a 2011 Explorer production front end grafted on to a Taurus X body.

"Under the camouflage, we can see three large bars running across the grille that are very reminiscent of the Explorer America Concept," Priddy says.

Priddy also notes that the dual exhaust shown here is similar to many Ecoboost mules they've spotted, and she ventures that this particular tester has Ford's 3.5L, twin-turbo Ecoboost V6 underhood. The Explorer should also be available with a turbocharged, 2.0L four-cylinder motor when it hits dealer lots.

But the big news with the 2011 Explorer is that it will shift to a unibody, car-based setup, riding on Ford's D3 chassis. Production will start next summer at Chicago's Torrence Avenue assembly plant.

These are the latest photos that Brenda Priddy's spy shooter network has turned up on the next Ford Explorer. Priddy says that previous test mules were wearing Taurus X and Flex body panels, but this one appears to have a 2011 Explorer production front end grafted on to a Taurus X body.

"Under the camouflage, we can see three large bars running across the grille that are very reminiscent of the Explorer America Concept," Priddy says.

Priddy also notes that the dual exhaust shown here is similar to many Ecoboost mules they've spotted, and she ventures that this particular tester has Ford's 3.5L, twin-turbo Ecoboost V6 underhood. The Explorer should also be available with a turbocharged, 2.0L four-cylinder motor when it hits dealer lots.

But the big news with the 2011 Explorer is that it will shift to a unibody, car-based setup, riding on Ford's D3 chassis. Production will start next summer at Chicago's Torrence Avenue assembly plant.

These are the latest photos that Brenda Priddy's spy shooter network has turned up on the next Ford Explorer. Priddy says that previous test mules were wearing Taurus X and Flex body panels, but this one appears to have a 2011 Explorer production front end grafted on to a Taurus X body.

"Under the camouflage, we can see three large bars running across the grille that are very reminiscent of the Explorer America Concept," Priddy says.

Priddy also notes that the dual exhaust shown here is similar to many Ecoboost mules they've spotted, and she ventures that this particular tester has Ford's 3.5L, twin-turbo Ecoboost V6 underhood. The Explorer should also be available with a turbocharged, 2.0L four-cylinder motor when it hits dealer lots.

But the big news with the 2011 Explorer is that it will shift to a unibody, car-based setup, riding on Ford's D3 chassis. Production will start next summer at Chicago's Torrence Avenue assembly plant.

The U.S. Environmental Protection Agency (EPA) issued a finding that high levels of carbon dioxide (CO2) emissions endanger the health and welfare of current and future generations of Americans. The decision comes nearly two years after the Supreme Court ruled that the EPA has the authority and duty to consider regulating CO2 emissions.

The U.S. Environmental Protection Agency (EPA) issued a finding that high levels of carbon dioxide (CO2) emissions endanger the health and welfare of current and future generations of Americans. The decision comes nearly two years after the Supreme Court ruled that the EPA has the authority and duty to consider regulating CO2 emissions.

SEMA reached agreement with the Oregon Department of Environmental Quality (DEQ) on an alternative to legislation that originally sought to prohibit the sale and distribution of aftermarket motor-vehicle parts if alternatives are available that “decrease greenhouse gas emissions from motor vehicles."

Under the negotiated agreement, the new bill would only give the Department authority to adopt the present California certification process for aftermarket emissions-related parts, allowing parts manufacturers to meet one uniform standard, rather than a patchwork of multiple state standards. The amended legislation will also incorporate a California law that requires state regulators to develop a tire fuel-efficiency program for passenger-car and light-truck replacement tires.

As in California, Oregon will include a SEMA-drafted provision to exempt limited production tires (15,000 or less annually), deep-tread snow tires, limited-use spares, motorcycle tires and tires manufactured for use on off-road vehicles.

For details, contact Steve McDonald at stevem@sema.org.