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A simple and usefultool for:-

understanding self

personaldevelopment

improvingcommunications

interpersonalrelationships in group

team development

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A JoHari window is created by Joseph Luft

and Harry Inghamof the University of CaliforniaWestern Training Laboratory in 1955 in the

United States.

These American psychologists

Joseph Luft and Harry Ingham called it 'JoHari'

after combining their first names, Joe andHarry.

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It is also referred

to a disclosure/

feedback modelof self

awareness or

'information

processing tool'.

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The two key ideas behind the tool:

That individuals can build trust betweenthemselves by disclosing information about

themselves; and

That they can learn about themselves andcome to terms with personal issues with thehelp of feedback from others.

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The model employs a four part figure

to reflect the interactions of twosources of information- self & others

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Based on a four

square grid like a

window with four panes which

represent the

location of ideas,information,

feelings, views,

skills, etc. about aperson in relation to

others from 4

perspective.

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The JoHari Window 'panes'

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A four paned "window," also known as

region or area or quadrants.It divides personal awareness into fourdifferent types, as represented by its fourquadrants:

Open

Hidden

BlindUnknown.

.

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The four panes of the window are as follows:

Area I open area, open self, free area,freeself.

Area II known as blind area, blind self.

Area III is called the faade, hidden area,h

idden

self, avoid

ed ar

ea, avoid

ed

self.

Area IV the is unknown area or unknownself

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The lines dividing the four panes are

like window shades. The JoHari

window panes are interdependent.Changing the size to one pane forces

the size of corresponding panes

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OPENWINDOW

INFORMATION

THAT IS KNOWNOR SHARED BY

ALL PARTIES

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The first pane, the "Arena," contains things

that I know about myselfand about

which the group knows.

The Arena increases in size as the level of

trust increases between individuals or

between an individual and the group.

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Also known as area

offree activity

This space is free

where goodcommunication &

cooperation occurs,

free from distractions,

mistrust, confusion,

conflict &

misunderstanding.

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The Open Persona

Someone with an open persona is both

very self-aware (with a small blind self)

and is quite happy to expose their self to

others (a small private self). They are so

comfortable with themselves they are not

ashamed or troubled with the notion of

other people seeing themselves that theyreally are.

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It can be referredto as ignorance

about oneself.

Also includesinformation that

others are

deliberately

withholding fromthe person.

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The Nave Persona

The Naive person has a large Blind Selfthat others can see. They thus may make

significant social gaffes and not even

realize what they have done or how others

see them.

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Pane three, the "Facade" or "Hidden

Area," contains information that I know

about myselfbut the group does notknow. It may because of fear that if the

group knows those feelings, perceptions,

and opinions they might reject, attack, orhurt him.

Most people fear judgment, vulnerability &

social acceptance and therefore hold back

hidden information and feelings, etc.

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The Secret Persona

When a person has a large Private Self,they may appear distant and secretive to

others. They talk little about themselves

and may spend a significant amount of

time ensconced in their own private world.

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The fourth and last pane, the "Unknown,"

contains things that neither I nor the

group knows about me.

This unknown area represents early

childhood memories, latent potentialities,

and unrecognized resources.

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A natural ability oraptitude that aperson doesn'trealise they

possess.A fear or aversionthat a person doesnot know they

have.An unknownillness.

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The Mysterious Persona

These people are a mystery to themselves

as well as to other people. They act instrange ways and do not notice it. They

may be very solitary, yet not introverted.

As the Mysterious Persona knows

relatively little about themselves.

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Open window is small suggests muchinformation is kept hidden or is unknown andpeople are often blind to information that others

have.For open & productive communication reducethe size of hidden & blind windows,

size of unknown window automatically

decreases.It is a aim of every team to devlop this area aswhen we work in this area with others we aremost effective & productive.

The process the open and candid expression offeelings and factual knowledge has been calledby Luft and Ingham the Exposure process

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The extent ofdisclosure is

always onindividuals owndiscretion.

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You seek

information

from others

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. One can reduced the size of the Blind Spot or

Facade panes through giving and soliciting

feedback increases the size of the Free pane.

The open area can be increased through the

process ofdisclosure which reduces the

hidden area.

The unknown area can be decreased by

others observation (increases the blind area),

by selfdiscovery( increases the hidden area)& also through group discussions &

experiences.

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SelfDisclosure

Self-disclosure is seen as a useful strategy

for sharing information with others.B

ysharing information, we become more

intimate with other people and our

interpersonal relationship is strengthened.

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RisksOne risk is that the person will not respond

favorably to the information.

Self-disclosure does not automatically lead to

favorable impressions.

Another risk is that the other person will gainpower in the relationship because of the

information they possess.

Finally, too much self-disclosure or self-disclosure that comes too early in a relationship

can damage the relationship.

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TIPS

Dont be rash in your self-disclosure.

Disclosing harmless items buildstrust. However, disclosing information

which could damage peoples respect

for you can put you in a position of weakness.

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Feedback

Feedback is communication to a person orgroup providing information as to how their

behavior is affecting or influencing you

(giving feedback).

It may also be a reaction by others as to

how your behavior is affecting orinfluencing them (receiving feedback).

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Be careful in the way you givefeedback. Some cultures have a very

open and accepting approach tofeedback. Others dont. You cancause incredible offence if you offer

personal feedback to someone whosnot used to it. Be sensitive, and startgradually.

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Research suggests that exposure to and use of

feedback instruments can improve performance

(knowledge of performance criteriahelps individual set goals

and modify behavior.)

Feedback can

help to clarify

criteria

and be ofassistance in

setting individual

goals.

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Some Thoughts on feedbackSome Thoughts on feedback

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Is specific ratherthan global.

You were late in

completing your part ofthe work on the ABC

and XYZ case

analyses.

NOT

You are constantly late

Effective Feedback

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Effective Feedback

Describesthe behavior

notthe

personYou interrupt me when I am

speaking

NOT

You are really rude

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When you were late with your partof the work on the ABC case, it

held up the rest of the group as

your part was very important

NOT

Y

ou are lazy.

Effective Feedbac

Links behavior andconsequences

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Effective

Feedback

Allows for

reactions from theperson receiving it

BUT is best

heard

non-defensively,

asking for further

information andclarification rather

than providing

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Im concerned with what you

have told me. Can you provide

more specifics about the

situation?

NOT

I dont do things that way. Youre

wrong!

Im not sure that I am aware of

having done this. Have others

observed this as well?NOT

Everyone else in the group has

done the same thing!

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I have observed that you respond whenever the professor asks a

question.

NOT

Some of us feel that you dont let others talk in class

Effective Feedback

Is owned by the person giving it; using Istatements, not we statements

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Let me make sure that I understand

what you are telling me.

Im not sure that I understand. Will yousay it differently?

andId like to be sure that we both have the

same idea. What is it that you have heardme say?

Im concerned that I may not have made

myself clear. Can you help me by telling

me what ou heard?

Let me make sure that I understand

what you are telling me.

Im not sure that I understand. Will yousay it differently?

andId like to be sure that we both have the

same idea. What is it that you have heardme say?

Im concerned that I may not have made

myself clear. Can you help me by telling

me what ou heard?

Effective Feedback Has both parties check for

mutual understanding.

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Effective Feedback

Is informative anddevelopmental rather

than punitiveYou have not done any financial

analyses.Perhaps I can help you

with the next one.

NOT

If you dont do the next financial

analysis you are out of the group!!

Eff ti F db k

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Effective Feedback

In a private space where there are no interruptions

NOT

On the phone

In a busy office

In a bar

Is given in a time and placeappropriate to the task

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Nohari window

A Nohariwindowis the inversion of

the Johari window, and is a collection

of negative personality traits insteadof positive.Devloped by KEVAN

DAVIS, Freelance Web Developer.

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able accepting adaptable bold brave

calm caring cheerful clever complex

confident dependable dignified energetic extroverted

friendly giving happy helpful idealisticindependent ingenious intelligent introverted kindknowledgeable

logical loving mature modestNervous observant organised patient powerful

Proud quiet self-assertive relaxed religious

responsive searching reflectiveself-conscious

sensiblesentimental shy silly spontaneous sympathetic

tense trustworthy warm Wise witty

incompetent intolerant inflexible timid cowardly

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incompetent intolerant inflexible timid cowardly

violent aloof glum stupid simple

insecure irreponsibles vulgar lethargic withdrawn

hostile selfish unhappy unhelpful cynical

needy unimaginative inane brash cruel

ignorant irrational distant childish boastful

blase imperceptive chaotic impatient weak

embarrassed loud vacuous panicky unethical

insensitive self-satisfied passive smug rash

dispassionate overdramatic dull predictable callous

inattentive unreliable cold foolish humourless

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JOHARI WINDOW QUESTIONS 1. I am open and candid in my dealings with others, as opposed to being closed,

cautious, and under wraps in my relationships.

2. I hear, respect, and accept the comments and reactions of others, as opposedto responding defensively, dismissing them as of little value, or turning a deaf ear on theirobservations.

3. I specifically test for agreement and commitment to joint or team decisions, asopposed to assuming that all are committed if no one openly

disagrees.

4. I readily admit to confusion or lack of knowledge when I feel that I have littleinformation about the topic under discussion as opposed to trying to

bluff, feigning understanding, or insisting that my opinions are right.

5. I show my concern that others know where I stand on relevant issues, asopposed to being basically indifferent to others knowledge of me or just unrevealing inmy comments.

6. I take the initiative in getting feedback from other members, as opposed towaiting passively for others to offer their comments of their own accord.

7. I "level" with others and describe how I feel about what they do and how theydo it, as opposed to covering up, taking tolerance or denying any reaction.

8. My comments are relevant, and pertinent to the real issues at hand in

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y pthe team, as opposed to being "frothy" and off-target or attempts at camouflage.

9. I try to understand how others are feelings and work hard at gettinginformation from them, which will help me do this, as opposed toappearing indifferent, showing superficial concern or being basically insensitive.

10. I value and encourage reactions equally from others, as opposed tobeing selective in my quest for feedback or treating some contributions as inferior.

11. I am openly affectionate toward others when I feel I like them, asopposed to being inhibited, restrained, or acting embarrassed.

12. I help others participate and work to support and draw everyone into agroup discussion, as opposed to fending only for myself and leavingparticipation up to each individual.

13. I take risks with others and expose highly personal information, bothemotional and intellectual, when it is pertinent, as opposed to playing it safe,

as if I don't trust others.

14. I welcome and appreciate other's attempts to help me, no matter howcritical or direct their feedback, as oppose to acting hurt, sulking,indifferent, or rejecting them outright.

15. I openly try to influence an individual or a group, as opposed to beingi l ti

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manipulative.

16. I press for additional information when I am angered by them, as opposed toacting unaffected, restrained, or over controlled.

17. I am openly hostile towards others when I am angered by them, as opposed toacting unaffected, restrained, or over controlled.

18. I encourage collaboration on problems and solicit others definitions andsolutions on mutual problems, as opposed to insisting on mechanical decision rules ortrying to railroad my own judgments through.

19. I am spontaneous and say what I think no matter how "far out" it may seem, as

opposed to monitoring my contributions so that they are in line with prevailingthrough or more acceptable to others.

20. I give support to others who are on the spot and struggling to expressthemselves intelligently and emotionally, as opposed to letting them flounder or trying tomove on without them.

A

DD YOUR

R

ESPONSEST

O QUEST

IONS: 2, 3, 6, 9, 10, 12, 14, 16, 18, and 2O.

FEEDBACK TOTAL:

ADD YOURRESPONSES TO QUESTIONS: 1, 4, 5, 7, 8, 11, 13, 15, 17, and l9.

EXPOSURE TOTAL:

SCALE VALUE

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10 EXTREMELY CHARACTERISTIC

I do this consistently

9 VERY CHARACTERISTICI do this nearly all the time

8 QUITE CHARACTERISTICI do this most of the time

7 PRETTY CHARACTERISTIC

I do this a good deal of the time

6 FAIRLY CHARACTERISTIC

I do this frequently

5 SOMEWHAT CHARACTERISTIC

I do this on occasion

4 FAIRLY UNCHARACTERISTIC

I seldom do this

3 PRETTY UNCHARACTERISTICI hardly ever do this

2 QUITE UNCHARACTERISTICI almost never do this

1 EXTREMELY UNCHARACTERISTICI never do this

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