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    Johari Window &

    Interpersonalrelationship

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    Johari Window

    The Johari Window is a communication

    model that can be used to improve

    understanding between individuals.

    The word Johari comes from Joseph Luft

    and Harry Ingham. (Jo + Hari)

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    Key Idea

    Individuals can build trust between

    themselves by disclosing information

    about themselves.

    Learn about themselves with the help of

    feedback from others.

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    Johari Window Model

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    Quadrant 1:

    What is known by the person about him/herself and isalso known by others.

    Behavior, attitude, feelings, emotion, knowledge,experience, skills, views, etc - known by the person ('the

    self') and known by the group ('others').

    OPEN ARENA

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    Contd

    Increases the effectivity & Productivity.

    Space for good communications &Cooperation.

    Free from mistrust, confusion, conflict and

    misunderstanding.

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    Contd

    Horizontal expansion

    towards blind space.

    Vertical expansion

    towards the hidden or

    avoided space by themembers.

    Feedback solicitation

    Disclosure

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    Managers role

    Managers & Leaders should strive to

    promote the open / free area in the

    departments or organization through

    honesty, positive attitude, communication

    and sharing the knowledge throughout the

    organization.

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    Quadrant 2:

    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 by others.

    BLIND SPOT

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    Contd

    Not an effective or productive space for

    individuals or groups.

    This blind area could also be referred to as

    ignorance about oneself. A blind area

    could also include issues that others aredeliberately withholding from a person.

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    Managers Role

    The aim should be to reduce this area and

    thereby to increase the open area i.e. to

    increase self-awareness.

    Sensitive feedback and encouraging disclosure

    Promote a climate of non-judgmental feedback

    Extra care should be taken to avoid the

    emotional upset in resilient people.

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    Quadrant 3:

    What the person knows about him/herself

    that others do not.

    The hidden area could also include

    sensitivities, fears, hidden agendas,

    manipulative intentions, secrets - anything

    that a person knows but does not reveal,

    for whatever reason.

    FAADE /

    HIDDEN

    SELF

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    Contd

    Disclosing our hidden areas to others ,enables

    better understanding, cooperation, trust, team-

    working effectiveness and productivity among

    individuals.

    Reducing hidden areas also reduces the

    potential for confusion, misunderstanding, poor

    communication, etc, which all distract from and

    undermine team effectiveness.

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    Contd

    Organizations' should be open to the persons

    disclosure of information.

    Shift towards Open Area.

    Moving towards Open Area would enhance

    mutual understanding, and thereby improvegroup awareness, enabling better individual

    performance and group effectiveness.

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    Quadrant 4:

    What is unknown by the person abouthim/herself and is also unknown by others.

    Johari region 4 contains information,feelings, latent abilities, aptitudes,experiences etc

    UNKNOWN

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    Contd

    Examples of unknown factors are as follows :

    an ability that is under-estimated or un-tried through lackof opportunity, encouragement, confidence or training

    a natural ability or aptitude that a person doesn't realizethey possess

    a fear or aversion that a person does not know they have

    an unknown illness

    repressed or subconscious feelings conditioned behavior or attitudes from childhood

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    Uncovering the Knowledge

    Self-discovery

    Observation by others

    Through collective or mutual discovery Counseling can also uncover unknown

    issues.

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    Managers Role

    Providing people with the opportunity to try

    new things, with no great pressure to

    succeed, is often a useful way to discover

    unknown abilities, and thereby reduce the

    unknown area.

    Constructive observation and feedback

    among team members.

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    New team / Member within a new

    team

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    Established team member

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