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).
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.
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.
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
‘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 - knownby the person (the self) and known by the team (others).• The aim in any team is to develop the open area for everyperson, because when we work in this area with others weare at our most effective and productive, and the team is atits most productive too.• The open free area, or the arena‘ - the space where goodcommunications and cooperation occur, interactions are markedby openness, free from distractions, mistrust, confusion, conflictand misunderstanding.
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.
‘Blind self or blind area or blind spot‘: what is known about aperson 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 fromothers, encouraging disclosure and thereby to increase the open area,i.e., to increase self-awareness
Quadrant 3: Hidden or Private Area What the person knows about him/herself that others do not.
‘Hidden self or hidden area or avoided self/area or facade What is known to ourselves but kept hidden from, and thereforeunknown, to others Represents information, feelings, etc, anything that a person knowsabout him/self, but which is not revealed or is kept hidden from others Also include sensitivities, fears, hidden agendas, manipulativeintentions, secrets - anything that a person knows but does not reveal Relevant hidden information and feelings, etc, should be moved intothe open area through the process of self-disclosure”.
Quadrant 4: Unknown Area What is unknown by the person about him/herself and is also unknown by others.
‘Unknown self‘, area of unknown activity‘, unknown area Information, feelings, latent abilities, aptitudes, experiences etc, that areunknown 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 selfdiscovery, and to promote the processes of self discovery, constructiveobservation and feedback among team members
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.