Johari Window

A Johari window is a psychological tool created by Joseph Luft and Harry Ingham in 1955 in the United States.

Puspal

 You can use it to help people understand and improve interpersonal communication and relationships.

Puspal

The Johari Window Concept and communication model helps improve understanding between individuals within a team or in a group setting. It can be used to improve a group's relationship with other groups.

JOHARI window

Arena. What is known by the person about him/herself and also known by others. Examples: your name, the color of your hair, the fact you own a dog.

Blind Spot. What is unknown by the person about him/herself but what others know. Examples: your own manners, the feelings of other persons about you. Facade/Hidden. What the person knows about him/herself that others do not know. Such as: your secrets, your hopes, desires, what you like and what you dislike.

The Unknown. Traits unknown by the person about him/herself and also unknown by others. The unknown also has potential to influence the rest of the JW.

In the beginning of a communication process, when you meet someone, the size of the ARENA quadrant is not very large, since there has been little time and opportunity to exchange information.
The basis idea is to expand the Arena to become the dominant window. How?

Through Self Disclosure Feedback Solicitation.

and

Or TEAM

Puspal

1. Individuals can build trust between themselves by disclosing information about themselves; and 2. They can learn about themselves and come to terms with personal issues with the help of feedback from others.

Two key ideas behind the tool

Taking Feedback
Once the ice is broken and your levels of confidence and selfesteem rises, it is easier to invite others to comment on your blind spots. Active and empathic listening skills are useful in this exercise.

Disclosure
Some things are perhaps better not communicated (your sexual behavior, mental health problems or large-scale failures).

Some people may pass on the information they received further than you desire or use it in a negative way.

Giving Feedback
Some cultures have a very open and accepting approach to feedback. Others dont. Exercise Caution.
Some people take personal feedback offensively. Be sensitive, and start gradually.

Principles of change in the Johari window

A change in one quadrant affects other quadrants It takes energy to hide/deny/be blind to behaviour that is involved in interaction Trust increases awareness Forced awareness is undesirable and usually ineffective The smaller the open area, the poorer the communication

Interpersonal learning means a change has taken place so the Q1 is larger and one or more of the other quadrants also has grown smaller. Working with others is facilitated by a large enough area of free activity. An increased Q1 means more of the resources and skills in the relationships can be applied to a task. There is universal curiosity about the Unknown area, but is held in check by custom, social training and diverse fears. Sensitivity means appreciating the covert aspect of behaviour, in quadrant 2, 3 and 4, and respecting the desire of others to keep them so.

Under Condition of Self Disclosure

Under Condition of Feedback

Under Condition of Self Disclosure and Feedback

http://saweb.weber.edu/elibrary/StructuredExperience/PDF/P-FB/P-FB-1.pdf

Initial phase of group interaction Open

Blind
H i d d e n

Unknown
Later phase of group interaction

Blind Open

Unknown Hidden

Johari Window: The Open-Receptive Person

Known To Self Unknown To Self

Known To Others

Open/Public

Blind Spot

Unknown To Others

Hidden/Facade Area

Unknown

The open-receptive person has a large public area, reflecting someone who is open about him/herself and receptive to feedback from others. This is the person who has a clear self-image and enough confidence in who he/she is to be visible to others. If in a management role, the openreceptive person has employees who tend to feel respected and encouraged to grow.

Johari Window: The Pumper

Known To Self Unknown To Self

Known To Others

Open/Public

Blind Spot

Unknown To Others

Hidden/Facade Area

Unknown

The pumper has a large hidden area, reflecting someone who keeps information with him/herself. This is a person who is always asking for information and giving little in return the game player. If the pumper is in a management role, employees tend to feel defensive with and resentful of this individual.

Johari Window: The Blabbermouth

Known To Self Unknown To Self

Known To Others

Open/ Public

Blind Spot

Unknown To Others

Hidden/ Facade Area

Unknown

The blabbermouth has a large blind area, reflecting someone who talks a lot but does not listen too well. This is the person who is pre-occupied with him/herself and doesn't know when to keep quiet. If the blabbermouth is in a management role, employees tend to get annoyed with this person and eventually will either actively or passively learn to shut him/her up.

Johari Window: The Hermit

Known To Self Unknown To Self

Known To Others

Open/ Public

Blind Spot

Unknown To Others

Hidden/ Facade Area

Unknown

The hermit has a large unknown area, reflecting a lack of self-knowledge and understanding. This is a person you cant figure out. The hermits behaviour tends to be unpredictable and security oriented. If in a management role, employees tend to feel insecure and confused about expectations.

Feedback
Purpose of feedback
Helps us see ourselves as others see us Others learn how we see them In so doing, it helps us move towards our goals

Presupposes a caring, trusting environment

Which reduces defensiveness Which maximises personal growth
The desire for feedback is often off-set by the fear of asking for such information

The appropriate way

Feedback should be given such that the person receiving it
Hears it in the most objective, least distorted way possible Understands it Retains the choice of using/not using it

People need to be trained to give feedback

Should be given such that the recipient preserves his/her self-esteem

 Indirect versus direct expression of feelings

Indirect is safer because it is ambiguous and offers an escape from commitment and rejection

Description versus interpretation of behaviour

Description focuses on observable aspects whereas interpretation involves attributing intention and could be wrong

Non-evaluative versus evaluative feedback

Non-evaluative looks at behaviour rather than personal worth and refrains from value-judgments

Specific versus general feedback

Specific gives you an opportunity to know what to change

 Freedom of choice to change versus pressure to change

Freedom of choice to change means that the decision to act on the feedback is voluntary rather than imposed

Immediate versus delayed timing

Immediate feedback is most effective since memory is vivid

External versus group feedback

Contingent on circumstances

Solicited versus imposed feedback

Solicited is more useful since recipient is open

 Modifiable versus unmodifiable behaviour

Conscious desire to change is critical

Motivation to help versus motivation to hurt

Displacement and projection precipitate harm and conflict

Data-based versus impressionistic Positive and negative versus completely negative Suggestive versus prescriptive Constructive versus destructive

Receiving feedback
Elicit versus wait Listening and self-analysis versus denial and rationalisation Clarifying versus assuming