The Johari Window is a communication model designed to enhance understanding between individuals by encouraging self-disclosure and feedback. It consists of four quadrants: open area, blind area, hidden area, and unknown area, each representing different types of self-awareness and knowledge about oneself and others. The primary goal is to expand the open area, fostering effective communication and teamwork.

1. The Johari Window

2. What is the Johari window?
• The Johari Window is a communication model
that can be used to improve understanding
between individuals.
• Developed by Joseph Luft and Harry Ingham
(the word “Johari” comes from Joseph Luft and
Harry Ingham).

4. Two key ideas behind the tool:
• Individuals can build trust between themselves
by disclosing information about themselves.
• They can learn about themselves and come to
terms with personal issues with the help of
feedback from others.

5. How does it work?
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.

7. The four quadrants are:
Quadrant 1: Open Area
What is known by the person about
him/herself and is also known by others.

8. Open /free area
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 are at our most effective
and its most productive too.
The open free area, or 'the arena‘ - the space where good
communications and cooperation occur, free from confusion, conflict
and distractions, mistrust,misunderstanding

9. Increasing open area through
feedback
Increasing the open area , by reduction of
the blind area, by asking for and then
receiving feedback
Can also be developed through the
process of disclosure,which reduces the
hidden area
The unknown area can be reduced in
different ways: by others' observation
(which increases the blind area); by self-
discovery (which increases the hidden
area), or by mutual enlightenment - via
group experiences and discussion- which
increases the open area as the unknown
area reduces

10. 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.

11. Blind area
Blind self' or 'blind area' or 'blind spot‘: known what is
about a person by others in the group, but is unknown by
the person him/herself „
Team members and managers take responsibility for
reducing
the blind area - in turn increasing the open area - by giving
sensitive feedback and encouraging disclosure
Managers promote a climate of non-judgemental feedback,
and group response to individual disclosure, and reduce fear

12. Quadrant 3: Hidden or Avoided Area
• What the person knows about him/herself that
others do not.

13. Hidden area
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
Organizational culture and working atmosphere have a
major „
influence on team members 'preparedness to disclose their
hidden selves

14. Quadrant 4: Unknown Area
• What is unknown by the person about him/herself
and is also unknown by others.

15. Unknown area
Can be prompted through self-discovery or observation by others, or
through „
collective or mutual discovery
Counselling can also uncover unknown issues „
Again as with disclosure and soliciting feedback, the process of self
discovery „
is a sensitive one
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

18. 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.

19. • 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.

20. ThankYou