Johari WindowAdapted from www.businessballs.com, © Copyright alan chapman2003A model for self-awareness,personal developme...
The Johari Window modelA simple and useful tool forunderstanding and training self-awareness, personal development,improvi...
The modelAlso referred to as a disclosure/feedbackmodel of self awareness, and aninformation processing toolRepresents inf...
TerminologyRefers to self and others‘‘Self - oneself, i.e., the personsubject to the Johari WindowanalysisOthers - other p...
The four Johari WindowperspectivesCalled regions or areas or quadrants.Each contains and represents theinformation - feeli...
Johari window four regions1. Open area, open self, free area, free self, or thearena‘: what is known by the person abouthi...
The Johari WindowBased on a four-square gridLike a window with four panes
Standard representation4UnknownArea3HiddenAreaUnknown2BlindArea1Open/FreeAreaKnownOthersUnknownKnownSelf
The Johari Window panesShow each quadrant the same sizeCan be changed in size to reflect therelevant proportions of each t...
Johari quadrant 1‘Open self/area‘, free area‘, public area, arena‘Also known as the area of free activity‘Information abou...
Team membersEstablished members tend to have larger open areas than newteam membersNew members start with relatively small...
Increasing open area throughfeedback solicitationIncreasing the open area , byreduction of the blind area, byasking for an...
Managers and LeadersPlay an important role in facilitating feedback anddisclosure among group members, and in directlygivi...
Johari quadrant 2‘Blind self or blind area or blindspot‘: what is knownabout a person by others in the group, but is unkno...
TeamWhich understands itself – i.e., each member having a strongmutual understanding with the team - is far more effective...
Johari quadrant 3‘Hidden self or hidden area or avoided self/area or facadeWhat is known to ourselves but kept hidden from...
Johari quadrant 4‘Unknown self‘, area of unknown activity‘, unknown areaInformation, feelings, latent abilities, aptitudes...
Johari window model for new team member ormember within a new teamThe open free is small becauseothers know little about t...
Johari window model for established teammemberThe open free region islarge because othersknow a lot about theperson that t...
The complete Johari Window ModelUnknownAreaHiddenAreaUnknownby others2BlindArea1Open/FreeAreaKnown byothersUnknownby selfK...
Comparing Johari Window with Tuckman’sForming, Storming Norming Performing teamdevelopment modelAs the team develops matur...
Forming - Stage 1High dependence on leader for guidance anddirectionLittle agreement on team aims other than receivedfrom ...
Storming - Stage 2Decisions dont come easily within groupTeam members vie for position as they attempt to establishthemsel...
Norming - Stage 3Agreement and consensus is largely formed among team, whorespond well to facilitation by leaderRoles and ...
Performing - stage 4More strategically aware; knows clearly why it is doing what it isdoingHas a shared vision and able to...
Forming, storming, norming performing modelformingperformingnorming storming
Johari Window also relate to EmotionalIntelligence (EQ)A new way to understand and assess peoples behaviours,management st...
Four domains of EQBy developing EQ, wecan be more productiveand successful at whatwe do, and help othersto be more product...
Upcoming SlideShare
Loading in …5
×

Johari

543 views

Published on

Published in: Health & Medicine, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
543
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
28
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Johari

  1. 1. Johari WindowAdapted from www.businessballs.com, © Copyright alan chapman2003A model for self-awareness,personal development, groupdevelopment and understandingrelationship
  2. 2. The Johari Window modelA simple and useful tool forunderstanding and training self-awareness, personal development,improving communications,interpersonal relationships, groupdynamics, team development and inter-group relationshipsDeveloped by American psychologistsJoseph Luft and Harry Ingham in the1950s, calling it Johari after combiningtheir first names, Joe and HarryEspecially relevant due to emphasis on,and influence of, soft skills, behaviour,empathy, cooperation, inter-groupdevelopment and interpersonaldevelopment
  3. 3. The modelAlso referred to as a disclosure/feedbackmodel of self awareness, and aninformation processing toolRepresents information - feelings,experience, views, attitudes, skills,intentions, motivation, etc - within or about aperson - in relation to their team, from fourperspectivesCan also be used to represent the sameinformation for a team in relation to otherteams
  4. 4. TerminologyRefers to self and others‘‘Self - oneself, i.e., the personsubject to the Johari WindowanalysisOthers - other people in the team
  5. 5. The four Johari WindowperspectivesCalled regions or areas or quadrants.Each contains and represents theinformation - feelings, motivation, etc - interms of whether the information is knownor unknown by the person, and whetherthe information is known or unknown byothers in the teamThe four regions, areas, quadrants, orperspectives are as follows, showing thequadrant numbers and commonly usednames
  6. 6. Johari window four regions1. Open area, open self, free area, free self, or thearena‘: what is known by the person abouthim/herself and is also known by others -2. Blind area, blind self, or blindspot‘: what isunknown by the person about him/herself butwhich others know3. Hidden area, hidden self, avoided area,avoided self or façade’: what the person knowsabout him/herself that others do not know4. Unknown area or unknown self: what isunknown by the person about him/herself and isalso unknown by others
  7. 7. The Johari WindowBased on a four-square gridLike a window with four panes
  8. 8. Standard representation4UnknownArea3HiddenAreaUnknown2BlindArea1Open/FreeAreaKnownOthersUnknownKnownSelf
  9. 9. The Johari Window panesShow each quadrant the same sizeCan be changed in size to reflect therelevant proportions of each type ofknowledge of/about a particular person in agiven team situationIn new teams the open free space for anyteam member is small because sharedawareness is relatively smallAs the team member becomes betterestablished and known, so the size of theteam members open free area quadrantincreases
  10. 10. Johari quadrant 1‘Open self/area‘, 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 tooThe open free area, or the arena‘ - the space where goodcommunications and cooperation occur, free fromdistractions, mistrust, confusion, conflict andmisunderstanding
  11. 11. Team membersEstablished members tend to have larger open areas than newteam membersNew members start with relatively small open areas becauserelatively little knowledge about the new team member issharedOther members can help a team member expand their openarea by offering feedbackThe size of the open area can also be expanded verticallydownwards into the hidden or avoided space by the personsdisclosure of information, feelings, etc about him/herself to theteam and team membersCan help a person expand their open area into the hidden areaby asking the person about him/herself
  12. 12. Increasing open area throughfeedback solicitationIncreasing the open area , byreduction of the blind area, byasking for and then receivingfeedbackCan also be developed throughthe process of disclosure,which reduces the hidden areaThe unknown area can bereduced in different ways: byothers observation (whichincreases the blind area); byself-discovery (which increasesthe hidden area), or by mutualenlightenment - via groupexperiences and discussion -which increases the open areaas the unknown area reduces1Open/FreeArea2HiddenArea3BlindArea4UnknownArea
  13. 13. Managers and LeadersPlay an important role in facilitating feedback anddisclosure among group members, and in directlygiving feedback to individuals about their own blindareasAlso have a big responsibility to promote a cultureand expectation for open, honest, positive, helpful,constructive, sensitive communications, and thesharing of knowledge throughout their organizationEncouraging the positive development of the openarea or open self for everyone is a fundamentalaspect of effective leadership
  14. 14. Johari quadrant 2‘Blind self or blind area or blindspot‘: what is knownabout a person by others in the group, but is unknown by theperson him/herselfCould also be referred to as ignorance about oneself, or issuesin which one is deludedNot an effective or productive space for individuals or groupsAlso include issues that others are deliberately withholdingfrom a personThe aim is to reduce this area by seeking or soliciting feedbackfrom others and thereby to increase the open area, i.e., toincrease self-awarenessTeam members and managers take responsibility for reducingthe blind area - in turn increasing the open area - by givingsensitive feedback and encouraging disclosureManagers promote a climate of non-judgemental feedback, andgroup response to individual disclosure, and reduce fear
  15. 15. TeamWhich understands itself – i.e., each member having a strongmutual understanding with the team - is far more effective thana team which does not understand each other – i.e., whosemembers have large hidden, blind, and/or unknown areasMembers - and leaders - should strive to increase their openfree areas, and to reduce their blind, hidden and unknownareasSeeking feedback about the blind area will reduce the blindarea, and will increase the open free areaDiscovery through sensitive communications, active listeningand experience, will reduce the unknown area, transferring inpart to the blind, hidden areas, depending on who knowswhat, or better still if known by the person and others, to theopen free area
  16. 16. Johari quadrant 3‘Hidden self or hidden area or avoided self/area or facadeWhat is known to ourselves but kept hidden from, and thereforeunknown, to othersRepresents information, feelings, etc, anything that a personknows about him/self, but which is not revealed or is kept hiddenfrom othersAlso include sensitivities, fears, hidden agendas, manipulativeintentions, secrets - anything that a person knows but does notrevealRelevant hidden information and feelings, etc, should be movedinto the open area through the process of self-disclosure andexposure processOrganizational culture and working atmosphere have a majorinfluence on team members preparedness to disclose theirhidden selvesThe extent to which an individual discloses personal feelings andinformation, and the issues which are disclosed, and to whom,must always be at the individuals own discretion
  17. 17. Johari quadrant 4‘Unknown self‘, area of unknown activity‘, unknown areaInformation, feelings, latent abilities, aptitudes, experiences etc, that areunknown to the person him/herself and unknown to others in the groupCan be prompted through self-discovery or observation by others, or throughcollective or mutual discoveryCounselling can also uncover unknown issuesAgain as with disclosure and soliciting feedback, the process of self discoveryis a sensitive oneUncovering hidden talents - that is unknown aptitudes and skills, not to beconfused with developing the Johari hidden area - is another aspect ofdeveloping the unknown area, and is not so sensitive as unknown feelingsManagers and leaders can create an environment that encourages self-discovery, and to promote the processes of self discovery, constructiveobservation and feedback among team membersThe unknown area could also include repressed or subconscious feelingsrooted in formative events and traumatic past experiences, which can stayunknown for a lifetime
  18. 18. Johari window model for new team member ormember within a new teamThe open free is small becauseothers know little about the newpersonSimilarly the blind area is smallbecause others know littleabout the new personThe hidden or avoided issuesand feelings are a relativelylarge areaThe unknown area is thelargest, which might bebecause the person is lacking inself-knowledge or belief1Open/FreeArea2Blind Area3HiddenArea4UnknownArea
  19. 19. Johari window model for established teammemberThe open free region islarge because othersknow a lot about theperson that the personalso knowsThrough disclosure andreceiving feedback theopen area has expandedand at the same timereduced the sizes of thehidden, blind andunknown areas1Open/FreeArea2BlindArea3HiddenArea4UnknownArea
  20. 20. The complete Johari Window ModelUnknownAreaHiddenAreaUnknownby others2BlindArea1Open/FreeAreaKnown byothersUnknownby selfKnownby selfasktellOthers’observationsShareddiscoverySelf-discovery/exposureSelfdiscoveryFeedbacksolicitation43
  21. 21. Comparing Johari Window with Tuckman’sForming, Storming Norming Performing teamdevelopment modelAs the team develops maturity and ability,relationships establish, and the leader changesleadership style - beginning with a directing style,moving through coaching, then participating,finishing delegating and almost detachedThe progression is:formingstormingnormingperforming
  22. 22. Forming - Stage 1High dependence on leader for guidance anddirectionLittle agreement on team aims other than receivedfrom leaderIndividual roles and responsibilities are unclearLeader answer lots of questions about the teamspurpose, objectives and external relationshipsProcesses are often ignoredMembers test tolerance of system and leaderLeader directs
  23. 23. Storming - Stage 2Decisions dont come easily within groupTeam members vie for position as they attempt to establishthemselves in relation to other team members and the leader, whomight receive challenges from team membersClarity of purpose increases but plenty of uncertainties persistCliques and factions form and there may be power strugglesThe team needs to be focused on its goals to avoid becomingdistracted by relationships and emotional issuesCompromises may be required to enable progressLeader coaches
  24. 24. Norming - Stage 3Agreement and consensus is largely formed among team, whorespond well to facilitation by leaderRoles and responsibilities are clear and acceptedBig decisions are made by group agreementSmaller decisions may be delegated to individuals or small teamswithin groupCommitment and unity is strongThe team may engage in fun and social activitiesThe team discusses and develops its processes and working styleGeneral respect for the leader and some of leadership is moreshared by the teamLeader facilitates and enables
  25. 25. Performing - stage 4More strategically aware; knows clearly why it is doing what it isdoingHas a shared vision and able to stand on its own feet with nointerference or participation from the leaderHas a high degree of autonomyDisagreements occur but now they are resolved within the teampositively and necessary changes to processes and structure aremade by the teamAble to work towards achieving the goal, and also to attend torelationship, style and process issues along the wayMembers look after each otherRequires delegated tasks and projects from the leaderDoes not need to be instructed or assistedMight ask for assistance from the leader with personal andinterpersonal developmentLeader delegates and oversees
  26. 26. Forming, storming, norming performing modelformingperformingnorming storming
  27. 27. Johari Window also relate to EmotionalIntelligence (EQ)A new way to understand and assess peoples behaviours,management styles, attitudes, interpersonal skills, and potentialAn important consideration in human resources planning, jobprofiling, recruitment interviewing and selection, managementdevelopment, customer relations and customer service, and moreArgues that IQ, or conventional intelligence, is too narrow; that thereare wider areas of emotional intelligence that dictate and enable howsuccessful we areEmbraces two aspects of intelligence:1. Understanding yourself, your goals, intentions, responses, andbehaviour2. Understanding others, and their feelings
  28. 28. Four domains of EQBy developing EQ, wecan be more productiveand successful at whatwe do, and help othersto be more productiveand successfulEQ can reduce stress forindividuals andorganizations, bydecreasing conflict,improving relationshipsand understanding, andincreasing stability,continuity and harmony4RelationshipManagement3Self-management2SocialAwareness1Self Awareness

×