3. The Johari Window
The Johari Window is a communication model
that can be used to improve understanding
between individuals of interpersonal styles &
thus improve the quality of relationships
Developed by Joseph Luft and Harry Ingham
(the word “Johari” comes from Joseph Luft and
Harry Ingham).
4. key ideas behind the Johari
Window
Individuals can build trust between themselves
by disclosing information about themselves.
As awareness changes among parties to a
relationship, the quadrant indicating the
prevailing psychological condition will also
change.
5. Using the Johari model, each person is
represented by their own four-quadrant, or
four-pane, window.
Each of these contains and represents
personal information - feelings, motivation
- about the person, and shows whether
the information is known or not known by
themselves or other people.
6. The four quadrants are:
Quadrant 1: Open Area/public
What is known by the person about himself and
is also known by others.
This quadrant reflects behaviour, feelings &
motivation known both to oneself & others.
Increasing open area through feedback
solicitation
We can increase the open area by asking for
and then receiving feedback
Can also be developed through the process
of disclosure,which reduces the hidden area
7. ‘Open or public self‘, 'free area‘, 'public area', 'arena‘
• Also known as the 'area of free activity‘
• Information about the person - behaviour, attitude, feelings,
emotion, knowledge, experience, skills, views, etc - known
by the person ('the self') and known by the team ('others').
• The aim in any team is to develop the 'open area' for every
person, because when we work in this area with others we
are at our most effective and productive, and the team is at
its most productive too.
• The open free area, or 'the arena‘ - the space where good
communications and cooperation occur, interactions are marked
by openness, free from distractions, mistrust, confusion, conflict
and misunderstanding.
8. 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 by
others.
9. ‘Blind self' or 'blind area' or 'blind spot‘: what is known about a
person by others in the group, but is unknown by the person him/herself
Could also be referred to as ignorance about oneself.
Not an effective or productive space for individuals or groups
The aim is to reduce this area by seeking or soliciting feedback from
others, encouraging disclosure and thereby to increase the open area,
i.e., to increase self-awareness
10. Quadrant 3: Hidden or Private Area
What the person knows about him/herself that
others do not.
11. ‘Hidden self' or 'hidden area' or 'avoided self/area' or 'facade'
What is known to ourselves but kept hidden from, and therefore
unknown, to others
Represents information, feelings, etc, anything that a person knows
about him/self, but which is not revealed or is kept hidden from others
Also include sensitivities, fears, hidden agendas, manipulative
intentions, secrets - anything that a person knows but does not reveal
Relevant hidden information and feelings, etc, should be moved into
the open area through the process of 'self-disclosure”.
12. Quadrant 4: Unknown Area
What is unknown by the person about
him/herself and is also unknown by others.
13. ‘Unknown self‘, 'area of unknown activity‘, 'unknown area'
Information, feelings, latent abilities, aptitudes, experiences etc, that are
unknown to the person him/herself and unknown to others in the group
Can be prompted through self-discovery or observation by others.
Counselling can also uncover unknown issues
Managers and leaders can create an environment that encourages self
discovery, and to promote the processes of self discovery, constructive
observation and feedback among team members
14. 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 and
productivity. The Open Area is the ‘space’ where good
communications and cooperation occur, free from
confusion, conflict and misunderstanding.
Self-disclosure is the process by which people expand
the Open Area vertically. Feedback is the process by
which people expand this area horizontally.
By encouraging healthy self-disclosure and sensitive
feedback, you can build a stronger and more effective
team.
