Johari Window

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

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

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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 and Feedback Solicitation.

Or TEAM

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Two key ideas behind the tool

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.

Taking Feedback

Once the ice is broken and your levels of confidence and self- esteem 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 don’t.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.

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2

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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

Open

Hidden

Blind

Unknown

Initial phase of group interaction

Later phase of group interaction

Open

Hidden

Blind

Unknown

Open/Public Blind Spot

Hidden/Facade Area Unknown

Known To Self

Known To Others

Unknown To Others

Unknown To Self

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 open-receptive person has employees who tend to feel respected and encouraged to grow.

Johari Window: The Open-Receptive Person

Johari Window: The Pumper

Open/Public Blind Spot

Hidden/Facade Area Unknown

Known To Self

Known To Others

Unknown To Others

Unknown To Self

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

Open/

PublicBlind Spot

Hidden/

Facade Area

Unknown

Known To Self

Known To Others

Unknown To Others

Unknown To Self

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

Open/

PublicBlind Spot

Hidden/Facade

AreaUnknown

Known To Self

Known To Others

Unknown To Others

Unknown To Self

The hermit has a large unknown area, reflecting a lack of self-knowledge and understanding. This is a person you can’t figure out. The hermit’s 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