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Johari window
Johari window
Johari window
Johari window
Johari window
Johari window
Johari window
Johari window
Johari window
Johari window
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Johari window


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    • Johari Window is a model of different degree of openness between two people. It is based on the degree of self-disclosure and solicitation of feedback when sharing information with another person. The model presents four windowpanes of awareness of others and ourselves.
  • 3. Johari Window DARK CLOSED Not known to others BLIND ARENA Known to others Not known to self Known to self
  • 4.
    • Arena (Open Self)
    • In the open area information is disclosed and known by both parties; mutually shared perceptions confirm both parties frames of reference.
    • Blind (Blind Area)
    • This encompasses certain things about you that are apparent to others but not to yourself, either because no one has ever told you or because you defensively block them out.
  • 5.
    • Hidden Area (Closed)
    • In the hidden area lie things that you are aware of but do not share because you may be afraid that others will think less of you, use the information to their advantage or chastise you because they may hurt others feeling.
    • Unknown Area (Dark)
    • In the unknown area lie repressed fears and needs or potential that neither you nor the other are aware of.
  • 6. Different Styles of Self-Disclosure
    • Transparent Style:
    • It is characterized by large open area. In important intimate and trusting relationship, this behaviour is called for and people freely self-disclose each other.
    • Interviewer Style:
    • It is characterized by large hidden area. This person asks lots of questions when soliciting feedback but does not disclose self to others.
  • 7.
    • Bull-in-the-china-shop Style:
    • It is characterized by large closed area. This person frequently tells others what they think and feel and where they stand on issues, but is insensitive to feedback from others.
    • Turtle Style
    • It is characterized by large unknown area. This person does not know much about himself – nor do others. He may be the silent observer type, who neither give nor asks for feedback.
  • 8. Managing Openness
    • Openness is risky: has potential costs and rewards.
    • Sharing your feelings can help in building strong relationships but with wrong parties can work against you!!
    • Either too little or too much of openness can be dysfunctional to the effectiveness on interpersonal relationship.
  • 9. Managing Openness
    • While managing your openness:
    • Think before acting
    • Consider your own motive
    • Consider the probable effects of your remarks on others
    • Consider the recipients' readiness to hear your views.
    • Therefore, assess the degree of trust between both of you before disclosing self.
  • 10. Principles of Giving Feedback
    • Give:
    • Descriptive and non-evaluative feedback
    • Data-based, specific feedback, not impressionistic.
    • Feedback reinforcing new positive behaviour
    • Suggestive not prescriptive feedback
    • Continuous feedback
    • Need-based and solicited feedback
    • Feedback intended to help
    • Feedback focused on modifiable bahaviour
    • Checked and verified feedback
    • Well-timed feedback