3ee30the johari window

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Amity School of Business

The Johari Window




PURPOSE

Assist you, as change leaders to gain anunderstanding for and appreciation of

how effective feedback and self-disclosure can improve communication

skills.




• The Johari Window is a communicationmodel that can be used to improve

understanding between individuals.

• Developed by Joseph Luft and HarryIngham (the word “Johari” comes from

Joseph Luft and Har ry Ingham).




Two key ideas behind the tool:

• Individuals can build trust between

themselves by disclosing informationabout themselves.

• They can learn about themselves and

come to terms with personal issues withthe help of feedback from others.




Using the Johari model, each person isrepresented by their own four-quadrant, or

four-pane, window.

Each of these contains and representspersonal information - feelings, motivation

- about the person, and shows whether the

information is known or not known by

themselves or other people.




Feedback

UnknownFacadeunaware

Self Disclosure

Blind spot Arenaaware

you

unawareaware

me

JOHARI WINDOW PANES

I know I do not know

group knows

group doesnot know

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The four quadrants are:

• Quadrant 1: Open Area

• What is known by the person about

him/herself and is also known by others.




This type of person has a clear self image and enough confidence. In a

management role he tends to feel respected and encouraged to grow.




• For example, a person‟s height, eye color

and occupation all fall under the open

area. The more you know about yourself

and the more you reveal to others, thelarger your open arena. Communication is

open, with minimal defensiveness.




• Quadrant 2: Blind Area, or "Blind Spot"• What is unknown by the person about

him/herself but which others know. This

can be simple information, or can involve

deep issues (for example, feelings of

inadequacy, incompetence, unworthiness,

rejection) which are difficult for individuals

to face directly, and yet can be seen byothers.




This type of person talks a lot but does not listen too well. He is preoccupied

with himself and does not know when to keep quite. In a management role

employees tents to feel annoyed with that person.




• Quadrant 3: Hidden or Avoided Area

• What the person knows about

him/herself that others do not.




• The façade or hidden area relates to things I know aboutmyself, but other people don‟t know, which means I wishto keep them hidden; It has to do with our personal,private self, and includes our opinions, attitudes and

biases. How much we keep hidden depends on howclose we are to another person; we usually reveal moreabout ourselves to people we trust.

• Included in the façade window may be such thingsas previous bad school or work , bad experiences,

unwanted personality traits, and negative reactionstowards another person.




This type of person is always asking about information from others but

gives very little in return. In a management role employees tends to feel

defensive and resentful.




• Quadrant 4: Unknown Area

• What is unknown by the person about

him/herself and is also unknown by

others.




• The final window is called unknownbecause it relates to things neither I nor the other person know about me - things

which are usually hidden in theunconscious. We know the unconsciousexists because we occasionally act outcertain behaviors and have trouble tracing

back the reasons for them. Change in theblind and hidden areas is possible throughrevelation and feedback .




This type of person lacks self knowledge and understanding. His

behaviour tends to be unpredictable and security oriented. In a

management role employees tends to feel confused and insecure about

expectations.




Knowing what the panes represent will help youunderstand and describe behavior/action that causesthe panes of the Johari Window to move/change size.

• Arena - Giving and soliciting feedback; self-disclosure.

•Blind spot - Soliciting and being receptive to feedback.

•Facade - Giving feedback and self-disclosure.

•Unknown - Availing yourself of and being receptive to sharingexperiences of others; learning vicariously.

BEHAVIORS/ACTIONS THAT CAUSE

PANES TO MOVE/CHANGE SIZE

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Allows personal growth.

Enables the provider to learn about self.

Enables the receiver to gain insight.

Creates an open environment for effective operational and

interpersonal communications.

Aids in preparation for the future; not dwelling on the past.

REASONS FOR GIVING AND

RECEIVING FEEDBACK

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RATING SCALE AND INSTRUCTIONSBelow is the basic ten-point scale to be used in rating yourself on your use of the twenty behaviors describe on the next two pages. Read over the behavior description and determinehow much it characterizes yourself in your relationship with other people.

SCALE VALUE

10 EXTREMELY CHARACTERISTIC I do this consistently 9 VERY CHARACTERISTIC I do this nearly all the time8 QUITE CHARACTERISTIC I do this most of the time7 PRETTY CHARACTERISTIC I do this a good deal of the time6 FAIRLY CHARACTERISTIC I do this frequently

5 SOMEWHAT CHARACTERISTIC I do this on occasion4 FAIRLY UNCHARACTERISTIC I seldom do this3 PRETTY UNCHARACTERISTIC I hardly ever do this2 QUITE UNCHARACTERISTIC I almost never do this1 EXTREMELY UNCHARACTERISTIC I never do this

JOHARI WINDOW activity 1 (home assignmen

)

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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 opposed to respondingdefensively, dismissing them as of little value, or turning a deaf ear on their observations.

3. I specifically test for agreement and commitment to joint or team decisions, as opposed 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, orinsisting that my opinions are right.

5. I show my concern that others know where I stand on relevant issues, as opposed to beingbasically indifferent to others knowledge of me or just unrevealing in my comments.

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

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

JOHARI WINDOW QUESTIONS CONT.

24




8. My comments are relevant, and pertinent to the real issues at hand in the team, as opposedto being "frothy" and off-target or attempts at camouflage.

9. I try to understand how others are feelings and work hard at getting informationfrom them, which will help me do this, as opposed to appearing indifferent, showing superficialconcern or being basically insensitive.

10. I value and encourage reactions equally from others, as opposed to being 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, as opposed to being inhibited,restrained, or acting embarrassed.

12. I help others participate and work to support and draw everyone into a group discussion, asopposed to fending only for myself and leaving participation up to each individual.

13. I take risks with others and expose highly personal information, both emotional andintellectual, 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 how critical ordirect their feedback, as oppose to acting hurt, sulking, indifferent, or rejecting them outright.


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15. I openly try to influence an individual or a group, as opposed to beingmanipulative.

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 and solutions onmutual problems, as opposed to insisting on mechanical decision rules or trying to railroad my own judgments through.

19. I am spontaneous and say what I think no matter how "far out" it may seem, asopposed to monitoring my contributions so that they are in line with prevailing through or moreacceptable to others.

20. I give support to others who are on the spot and struggling to express themselvesintelligently and emotionally, as opposed to letting them flounder or trying to move on withoutthem.

ADD YOUR RESPONSES TO QUESTIONS: 2, 3, 6, 9, 10, 12, 14, 16, 18, and 2O.FEEDBACK TOTAL:

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

EXPOSURE TOTAL:


26



Amity School of BusinessFEEDBACK

E

X

P

O

S

U

R

E

100 90 80 70 60 50 40 30 20 10

100

90

80

70

60

50

40

30

20

10

27FEEDBACK

E

X

P

O

S

U

R

E



Amity School of Business Activity 2 (Graphing and sharing”self”

within a relationship)

• Think of a very close relationship you have

with another person.

• Write that person‟s name.

• Now draw a vertical line and mark “X” on

that line to show how willing you are to

disclose or share personal thoughts with

that person.




• Now draw a horizontal line and mark “X”

on how open you are to receiving

feedback or information about yourself

from that person.

• Now join both the “X” by dotted lines an

you can view the Johari window of your

relation with that person




Key Points: • In most cases, the aim in groups should be to develop the

Open Area for every person.

• Working in this area with others usually allows for

enhanced individual and team effectiveness andproductivity. The Open Area is the „space‟ where goodcommunications and cooperation occur, free fromconfusion, conflict and misunderstanding.

• Self-disclosure is the process by which people expand theOpen Area vertically. Feedback is the process by whichpeople expand this area horizontally.

• By encouraging healthy self-disclosure and sensitivefeedback, you can build a stronger and more effective

team

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