The tool is based on a key principle relating to responses and approaches to change. People see, feel and then change as opposed to analyse, think and then change. Kotter argues that to manage change effectively there is a need to change behaviours. This is less likely to happen if the focus is solely on facts, analysis and thinking. It must also take account of feelings and emotions.
This tool provides a model of organisational performance and change that looks at how businesses are influenced by and respond to changes in their external environments. External changes impact on what Burke and Litwin (1992) have referred to as the transformational organisational factors: mission, strategy, leadership and culture. In turn this influences the transactional factors: structure, systems, management and climate.
This tool provides you with a scale on which to rate your organisation and your change project. You can then look at the change strategy that might be right for your business.
The purpose of undertaking a capacity to change review is to give you confidence that you are building on the strengths of your business. To assess your capacity to move towards your vision for the future, there are a number of guiding principles under each of the four areas that you can use.
The purpose of identifying bright spots is to find what has been going right and amplify those successful practices. All too often we focus on the things that have gone wrong rather than learning from what has worked well.