Over the years, discussions regarding the usefulness of training to develop skills specifically in the change management area have been done. Most often in those discussions, customers challenge the values that can be learned from this type of training. They claim that the measure of the impact of the training is only superficial therefore acquiring soft skills only or those skills that relates to the appearance only.
The training change management processes include both soft and hard skills of equal intensity. Hard skills are those that can produce visible results in just a small span of time. Hard skills are well defined and typically involve a person gaining expertise over a particular task. While soft Skills are those that need interactions with other people, people who have soft skills especially when it comes to managing change are prone to trials and posses objectives not in synch with the goals of the organization. Getting soft skills imposes burden in management. Soft skills do not fit a world where time is very important and management demands for effortless solutions in solving problems.
An example of a manager with soft skills is one that resist changing the way the change was implemented even if the project already failed and find it easy to put the blame to those people who does not want the planned change to be implemented in the first place. Soft Skills are difficult to posses while hard skills are very easy. Managers are judged by how good or poor they are in applying their skills in the application of their chosen career.