A comprehensive view of the Johari window model and how can it be used in practice.

1. Johari Window
Team : RedInk
Athulya Nair and Bhawana

2. Johari Window
● Johari Window
○ Devised by American
psychologists Joseph Luft
and Harry Ingham in 1955
○ Helps understand
relationships
○ Compares known and
unknown
● Why Johari window?
● Psychological contract
○ Fairness between how
the employee is treated
by the employer
○ What the employee puts
into the job
● Emotional well - being

3. Application in the Corporate
Step 1: Construct a 2x2 Johari
window
Step 2: List the adjectives that
describes you well
Step 3: Repeat the process, with
other members in the group
Step 4: Compare the lists and fill
in your individual window pane
Step 5: Discussion on the
window formed
Step 6: Disclosure of adjectives
mentioned by the individual but
not by others
Step 7: Seeking feedbacks
Step 8: Checking the possibility
of the unknown quadrant
Able Cheerful Energeti
c
Independable Loving Powerful Searching Spontaneou
s
Accepting Clever Extrover
t
Ingenious Mature Proud Self- Assertive Sympatic
Adaptable COmplex Friendly Intelligent Modest Quite Self - Conscious Tense
Bold COnfident Giving Introverted Nervous Reflective Sensible Trustworthy
Brave Dependable Happy Kind Observant Relaxed Sentimental Warm
Calm Dignified Helpful Knowledgeable Organized Religious Shy Wise
Caring Empathetic Idealistic Logical Patient Respo Silly Witty
Johari Adjectives developed by Joseph Luft and Harry Ingham in 1955

4. Johari Window
● Shortlisting 15-20 absolutely relevant skills
● Johari window activity
○ Arena
■ Current job role
■ Identifying the Hi-Pots
○ Blind Area
■ Succession planning
■ Job enlargement/enrichment
○ Facade / Hidden Area
■ Job enlargement
■ Job enrichment
○ Unknown Area
■ Assessment Centers
■ MBTI personality tests
● Team building tool
● Strategic decisions
○ Promotions / Performance Appraisal
decisions
○ Learning and development initiatives
Johari window from the HR’s Perspective

5. Johari as a team building exercise?
Communication issues within teams
● Lack of clear vision
● Lack of coordination and cooperation
● Lack of constructive communication
● Lack of recognition and appreciation
Expansion of the Arena / Open Area
● Feedback solicitation
● Self disclosure
Team Building exercise benefits
● Improve self awareness
● Enable personal development
● Build trust within their team
● Enhance interpersonal communication

6. Leadership is the key to successful communication
● Effective communication → Important parameter to define
organizational effectiveness
● Sensitizes leaders to the importance of soft skills
● Fosters a collaborative environment
● Greater success when Johari windows exercise is done early
● Enlarging the open area of the team collectively
● Free Flow of ideas and experiences
● Understanding the strengths and weaknesses
Johari window - senior manager Johari window - New joinee
● Highly effective managers have a
very large Arena
● Managerial communication style
significantly impacts productivity
and organizational effectiveness

7. A different approach
Applying the Johari Window theory to
understand the scope of a major project
● Others → Other stakeholders of the
project
● Open Area/ Arena → Known Scope of the
project
○ Larger the known scope the better
it is
○ Enlarging this window
■ Understanding the
expectations
■ Self explanatory scope
■ Shared discovery through
collaborative research and
investigation

8. ● Lower Attrition rate
○ Job rotation policies
● Better results on the employee
engagement surveys
● Satisfied clients bring more
projects
● Measurement tools
○ Balanced scorecard
○ HR metrics (Attrition etc)
○ Survey feedbacks
Benefits to the
organization
Thank you