Why Capability and Openness Matter More Than Attitude
For years, organisations have been taught that the biggest barrier to change is “attitude.” If people resist, the logic goes, they must be unwilling, negative, or stuck in their ways. But this explanation has always been too shallow — and too convenient.
The truth is far more useful: People don’t resist change. They resist the conditions that make change feel unsafe, unclear, or impossible.
This is why capability and openness matter far more than attitude. They give leaders a clearer, more accurate way to understand what’s happening inside their teams — and what to do about it.
Capability: Can We Do It?
Capability is the practical side of readiness. It includes:
skills
resources
clarity
structure
capacity
flow
support
When capability is low, people aren’t resisting — they’re overwhelmed. They don’t have the bandwidth, tools, or clarity to deliver. Even highly motivated teams struggle when capability is strained.
When capability is high, people feel confident. They know what to do and how to do it. They can carry the load.
Openness: Will We Do It?
Openness is the psychological and relational side of readiness. It includes:
trust
emotional load
change fitness
willingness to engage
confidence in leadership
belief that the change is worthwhile
When openness is low, people hesitate. They protect themselves. They withdraw or slow down — not because they’re difficult, but because the system feels risky.
When openness is high, people lean in. They’re curious, willing, and ready to participate.
The Quadrant Model: A Clearer Way to See Readiness
When you combine capability and openness, you get four readiness patterns:
1. High Capability + High Openness
The ideal state. Teams move quickly, adapt well, and sustain momentum.
2. High Capability + Low Openness
Often mislabelled as “resistance.” In reality, people are capable but emotionally overloaded or unconvinced.
3. Low Capability + High Openness
Enthusiastic but overwhelmed. These teams want to move but lack the structure or support.
4. Low Capability + Low Openness
High rupture risk. The system is strained and needs stabilisation before action.
This model helps leaders see readiness at a glance — without blaming people or guessing.
Why Attitude Is the Wrong Lens
Attitude is subjective. It’s easy to misinterpret. It often leads to blame.
Capability and openness are objective. They’re observable. They’re diagnosable. They point directly to the right intervention.
For example:
If capability is low → fix structure, flow, clarity, or load.
If openness is low → address trust, emotional load, or change fitness.
If both are low → stabilise before pushing forward.
If both are high → accelerate.
This is far more actionable than trying to “fix attitudes.”
The Leadership Advantage
Leaders who use the capability–openness lens:
stop misdiagnosing resistance
reduce frustration
intervene more intelligently
build trust
protect momentum
prevent rupture
support people without burning them out
They create conditions where people can succeed — not conditions where people feel pressured.
The Bottom Line
Attitude is a story we tell ourselves when we don’t understand what’s really happening. Capability and openness reveal the truth. They show leaders where readiness is strong, where it’s strained, and where support is needed.
In the next article, we’ll explore Readiness Pathways — the practical, low‑barrier routes that help teams build capability and openness without overwhelm.