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It's the people who are an important part of the organisation, but are completely unwilling to consider change.
Maintaining momentum with stakeholders, leaders and communication once created/established
I think the toughest part is getting the commitment of the stakeholders in general and the primary change sponsor in specific.
Changing the attitudes towards change and changing people themselves is the hardest thing in the process. People generally resist change because they do not know what is coming up behind that change. Changing the behavior of people is probably harder than getting people accept change.
For me it is translating the top management strategic goals into goals that is understandable to the lower levels in the organization. If buy-in is not achieved by management and staff, the process will be viewed with suspicion. I always try to find the win for all parties involved and use a system of short-term achievable goals leading to the full process of change.
The most difficult part of change management, is to get others in the organisation on board, not just the key stake holders, as if they do not cooperate witht he change, this can cause huge problems during roll out.
telling and making them understand hoe the change can help them
Accepting the change and maintaing equilibriunm is the toughet part of Change Management Process. We have to be very transparent about Process change and how would it help the organization to grow and improve client services using the latest technologies and ofcourse ROI equally
The toughest part in change management process is the integrity of employees and managers.The employees might be loaded with their day to day responsibilities. There are chances of unwillingness to spend more time on training, as they might encounter back logs in their daily operations. Managers will be reluctant to send their key performers for training purpose as it might affect the operations
