ob section 4a johari window

7/27/2019 OB Section 4A Johari Window

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JOHARI WINDOW-Joseph Luft Harry Ingham



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INTRODUCTION

• A simple and useful tool for illustrating and improving self

awareness and mutual understanding between individuals withina group

• Cognitive psychological tool created by American Psychologists,

while researching group dynamics- Joseph Luft & Harry Ingham in

1955 in the US

• Interestingly, Luft and Ingham called their Johari Window model

'Johari' after combining their first name

• Behaviour model based on 4 square grids

• Widely used model for understanding and training- self-

awareness, personal development, improving communications,interpersonal relationships, group dynamics, team development

and inter-group relationships.



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Why use it???• Today the Johari Window model is especially relevant due

to- emphasis on, and influence of, 'soft' skills, behaviour,empathy, cooperation, inter-group development,

interpersonal development and emotional intelligence.

• To focus our attention on the need to be more aware of

ourselves & the degree to which others know us

• To help people understand their interpersonal

communication and relationships better

• Primarily used in self help groups and corporate settings

as a heuristic exercise

• Understand the value of self disclosure, encourage people

to give and accept feedback- work effectively as a team



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When performing the exercise, the

subject is given a list of 55 adjectives and

picks five or six that they feel describe

their own personality.

Peers of the subject are then given the

same list, and each pick five or six

adjectives that describe the subject.

These adjectives are then mapped ontoa grid



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Adjectives• Able dependable intelligent patient

• Accepting dignified introverted powerful

• adaptable energetic kind proud• Bold extroverted shy quiet

• Brave friendly logical reflective

• calm giving loving relaxed

•

Caring happy mature religious• Cheerful helpful modest responsive

• Clever idealistic nervous searching

• Complex independent observant self-assertive

• Confident indigenous organised self-conscious

• Sensible sentimental witty sympathetic• Warm wise trustworthy silly

• Spontaneous tense knowledgeable



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2 key ideas behind the tool:

1. Individuals can build trust between

themselves by disclosing informationabout themselves.

2. Can learn about themselves with the help

of feedback from others.• There are games, online tests, questionnaires

available.

•

Nohari window is the inversion of Johariwindow- negative personality traits.



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Nohari Window A Nohari Window is the inversion of the Johari window, and is a

collection of negative personality traits instead of positive.

The Nohari Window was created by Kevan Davis in February 2006

The Adjectives:

blasé

boastfulbrashcallouschaoticchildishcoldcowardly

creepycruelcynical

distant

dispassionatedullembarrassedfoolishglumhostilehumourless

ignorantimpatientimperceptive

inane

inattentiveincompetentinflexibleinsecureinsensitiveintolerantirrational

irresponsiblelethargicloud

needy

overdramaticpanickypassivepredictablerashselfishself-satisfied

simplesmugstupid

timid

unethicalunhappyunhelpfulunimaginativeunreliablevacuousviolent

vulgarweakwithdrawn



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Quadrant 1 - Open Self/Area or TheArea of Free Activity / Arena

This is the information about the

person - behaviour, attitude, feelings,

emotion, knowledge, experience,skills, views, etc - known by the

person ('the self') and known by the

group ('others').



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Established team members

logically tend to have larger openareas than new team members.

New team members start withrelatively small open areas

because relatively little

knowledge about the new teammember is shared.



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The size of the open area can be

expanded horizontally into the blind

space, by seeking and actively listening

to feedback from other group members –

Feedback solicitation.

The size of the open area can be

expanded vertically by the person's

disclosure of information, feelings, etc

about him/herself to the group and

group members.



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Quadrant 2 - Blind area orBlindspotWhat is known about a person by others

in the group, but is unknown by the

person him/herself.

Aim should be to reduce this area and

thereby to increase the open area, i.e., to

increase self awareness.



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Not an effective or productive space for

individuals or groups.

The blind area could also include issues

that others are deliberately withholding

from a person.Managers should promote a climate of

non-judgemental feedback, and group

response to individual disclosure, whichreduces fear and therefore encourages

both processes to happen.



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Quadrant 3 Hidden self orFacadeWhat is known to ourselves but kept

hidden from, and therefore unknown, to

others.

This area could include sensitivities, fears,

hidden agendas, manipulative intentions,

secrets - anything that a person knows

but does not reveal, for whatever reason.



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Narrowing this area enables betterunderstanding, cooperation, trust, team-

working effectiveness and productivity.

Reduces the potential for confusion,misunderstanding, poor communication,

etc, which all distract from andundermine team effectiveness.

Organizational culture and working

atmosphere has a major influence ongroup members' preparedness todisclose their hidden selves.



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Quadrant 4 Unknown Self or Areaof Unknown ActivityContains information, feelings, latent abilities,

aptitudes, experiences etc, that are unknown to theperson him/herself and unknown to others in thegroup.

They can be feelings, behaviours, attitudes,capabilities, aptitudes, which can be quite close tothe surface, and which can be positive and useful, orthey can be deeper aspects of a person's personality,

influencing his/her behaviour to various degrees.Large unknown areas would typically be expected in

younger people, and people who lack experience orself-belief.



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Information and knowledge can be

uncovered by:◦ Prompting through self-discovery or observation by

others.

◦ Through collective or mutual discovery.

◦ Counseling.



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Points to Consider When we work in Open area with others we are at our most effective and

productive, and the group is at its most productive too.

Established team members logically tend to have larger open areas thannew team members.

New team members start with relatively small open areas because

relatively little knowledge about the new team member is shared

Reduce the Blind Area by Using Solicit Feedback from others, this will

expand the open area Relevant hidden information and feelings, etc, should be moved into the

open area through the process of 'disclosure‘ thereby increasing the open

area

Reducing hidden areas also reduces the potential for confusion,

misunderstanding, poor communication, etc, which all distract from andundermine team effectiveness

Managers and leaders can help by creating an environment that

encourages self-discovery, constructive observation and feedback among

team members



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Increasing the Open Area

Feedback develops the open area by reducing the blind

area. The open area can also be developed through the process

of disclosure, which reduces the hidden area.

The unknown area can be reduced by

Observation

Self Discovery

Mutual Enlightenment Group Discussion



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Team

Team with Large open area has strong mutual understanding

compared to the ones having large Hidden, Blind , and/or

Unknown Areas

Team Leaders should always strive to increase the open Area

The individual should disclose more information about

his/her feelings , experiences , views, etc. to reduce the size

of Hidden area.

Seeking feedbacks will reduce the Blind area and will overall

increase the team performance

Sensitive communications, active listening and experience will

transfer the unknown area blind or hidden or open areas.



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Johari Model for the New team Member



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Johari Model for the Established TeamMember



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Johari Window also relates to EmotionalIntelligence (EQ)

A new way to understand and assess people's behaviours,

management styles, attitudes, interpersonal skills, and potential

An important consideration in human resources planning, job

profiling, recruitment interviewing and selection, management

development, customer relations and customer service, andmore

Embraces two aspects of intelligence:

1. Understanding yourself, your goals, intentions, responses,and behaviour

2. Understanding others, and their feelings



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Four domains of EQ

Self Awareness SocialAwareness

Self Management RelationshipManagement

By developing EQ, we can be more productive and successful at what

we do, and help others to be more productive and successful.

EQ can reduce stress for individuals and organizations, by decreasing

conflict, improving relationships and understanding, and increasing stability,

continuity and harmony



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Johari Window and the Dark Side ofOrganizations

"Well, human speech be like pictures, only word pictures.

When we speaks we paints a word picture that we wants

others to see, but we only paints a part o’ the picture what’s

in our heads. The other part, usually the most important

part, we leaves behind because it be the truth, the truepicture. So your ears have to have eyes, so they can see how

much o’ the real picture what be in the head be contained in

the words!" (Ikey Solomon talking to Tommo and Hawke,

the Potato Factory, 1995)

ob section 4a johari window

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