JOHARI
WINDOW
Johari window is a
metaphorical tool created by Joseph Luft and Harry Ingham in 1955 (Jo &
Harry) in the United States, as a model for mapping personality awareness, used
to help people better understand their interpersonal communication and
relationships. It is used primarily in self-help groups and corporate settings
as a heuristic exercise.
A JOHARI
WINDOW
The Johari Window, named after the first names of its inventors, Joseph
Luft and Harry Ingham, is one of the most useful models describing the process
of human interaction. A four paned "window," as illustrated above,
divides personal awareness into four different types, as represented by its
four quadrants: open, hidden, blind, and unknown. The lines dividing the four
panes are like window shades, which can move as an interaction progresses.
In this model, each person is represented by their own window
In this model, each person is represented by their own window
JOHARI QUADRANT 1
- 'OPEN SELF/AREA' OR 'FREE AREA' OR 'PUBLIC AREA', OR 'ARENA'
Johari region 1 is
also known as the 'area of free activity'. This is the information about the
person - behavior, attitude, feelings, emotion, knowledge, experience, skills,
views, etc - known by the person
('the self') and known by the
group ('others').
For example in my
case the "open" quadrant represents things that both I know about
myself, and that you know about me. For example, I know my name. The knowledge
that the window represents, can include not only factual information, but my
feelings, motives, behaviors, wants, needs and desires... indeed, any
information describing who I am. When I first meet a new person, the size of
the opening of this first quadrant is not very large, since there has been
little time to exchange information.
The aim in any group should always be 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 group is at its most productive too. The open
free area, or 'the arena', can be seen as the space where good communications
and cooperation occur, free from distractions, mistrust, confusion, conflict
and misunderstanding.
Established team members
logically tend to have larger open areas than new team members. New team
members start with relatively small open areas because relatively little
knowledge about the new team member is shared. The size of the open area can be
expanded horizontally into the blind space, by seeking and actively listening
to feedback from other group members. This process is known as 'feedback
solicitation'. Also, other group members can help a team member expand their
open area by offering feedback, sensitively of course. The size of the open
area can also be expanded vertically downwards into the hidden or avoided space
by the person's disclosure of information, feelings, etc about him/herself to
the group and group members. Also, group members can help a person expand their
open area into the hidden area by asking the person about him/herself. Managers
and team leaders can play an important role in facilitating feedback and
disclosure among group members, and in directly giving feedback to individuals
about their own blind areas. Leaders also have a big responsibility to promote
a culture and expectation for open, honest, positive, helpful, constructive,
sensitive communications, and the sharing of knowledge throughout their
organization. Top performing groups, departments, companies and organizations
always tend to have a culture of open positive communication, so encouraging
the positive development of the 'open area' or 'open self' for everyone is a
simple yet fundamental aspect of effective leadership
JOHARI QUADRANT 2
- 'BLIND SELF' OR 'BLIND AREA' OR 'BLIND SPOT'
Johari region 2 is what is known about a person by others in the group, but is unknown by the person
him/herself. For example in my case the "blind" quadrant
represents things that you know about me, but that I am unaware of. For
example, perhaps in our ongoing conversation, you may notice that eye contact
seems to be lacking. You may not say anything, since you may not want to
embarrass me, or you may draw your own inferences that perhaps I am being insincere.
Then the problem is how I can get this information out in the open.
By
seeking or soliciting feedback from others, the aim should be to reduce this
area and thereby to increase the open area i.e. to increase self-awareness.
This blind area is not an effective or productive space for individuals or
groups. This blind area could also be referred to as ignorance about oneself,
or issues in which one is deluded. A blind area could also include issues that
others are deliberately withholding from a person. We all know how difficult it
is to work well when kept in the dark. No-one works well when subject to
'mushroom management'. People who are 'thick-skinned' tend to have a large
'blind area'.
Group members and
managers can take some responsibility for helping an individual to reduce their
blind area - in turn increasing the open area - by giving sensitive feedback
and encouraging disclosure. Managers should promote a climate of non-judgmental
feedback, and group response to individual disclosure, which reduces fear and
therefore encourages both processes to happen. The extent to which an
individual seeks feedback, and the issues on which feedback is sought, must
always be at the individual's own discretion. Some people are more resilient
than others - care needs to be taken to avoid causing emotional upset.
JOHARI QUADRANT 3
- 'HIDDEN SELF' OR 'HIDDEN AREA' OR 'AVOIDED SELF/AREA' OR 'FACADE'
Johari region 3 is
what is known to us but kept
hidden from, and therefore unknown,
to others. This hidden or avoided self represents information, feelings, etc,
anything that a person knows about him/self, but which is not revealed or is
kept hidden from others. The hidden area could also include sensitivities,
fears, hidden agendas, manipulative intentions, and secrets - anything that a
person knows but does not reveal, for whatever reason. It's natural for very
personal and private information and feelings to remain hidden, indeed, certain
information, feelings and experiences have no bearing on work, and so can and
should remain hidden. However, typically, a lot of hidden information is not
very personal, it is work- or performance-related, and so is better positioned
in the open area.
Relevant hidden
information and feelings, etc, should be moved into the open area through the
process of 'disclosure'. The aim should be to disclose and expose relevant
information and feelings - hence the Johari Window terminology
'self-disclosure' and 'exposure process', thereby increasing the open area. By
telling others how we feel and other information about ourselves we reduce the
hidden area, and increase the open area, which enables better understanding,
cooperation, trust, team-working effectiveness and productivity. Reducing
hidden areas also reduces the potential for confusion, misunderstanding, poor
communication, etc, which all distract from and undermine team effectiveness.
Organizational
culture and working atmosphere have a major influence on group members'
preparedness to disclose their hidden selves. Most people fear judgment or
vulnerability and therefore hold back hidden information and feelings, etc,
that if moved into the open area, i.e. known by the group as well, would
enhance mutual understanding, and thereby improve group awareness, enabling
better individual performance and group effectiveness.
The extent to which an individual discloses personal feelings and
information, and the issues which are disclosed, and to whom, must always be at
the individual's own discretion. Some people are more keen and able than others
to disclose. People should disclose at a pace and depth that they find
personally comfortable. As with feedback, some people are more resilient than
others - care needs to be taken to avoid causing emotional upset.
JOHARI QUADRANT 4
- 'UNKNOWN SELF' OR 'AREA OF UNKNOWN ACTIVITY' OR 'UNKNOWN AREA'
Johari region 4
contains information, feelings, latent abilities, aptitudes, experiences etc,
that are unknown to the person
him/herself and unknown to
others in the group. These unknown issues take a variety of forms: they can be
feelings, behaviors, attitudes, capabilities, aptitudes, which can be quite
close to the surface, and which can be positive and useful, or they can be
deeper aspects of a person's personality, influencing his/her behavior to
various degrees. Large unknown areas would typically be expected in younger
people, and people who lack experience or self-belief.
Examples of
unknown factors are as follows, and the first example is particularly relevant
and common, especially in typical organizations and teams:
- an
ability that is under-estimated or un-tried through lack of opportunity,
encouragement, confidence or training
- a
natural ability or aptitude that a person doesn't realize they possess
- a
fear or aversion that a person does not know they have
- an
unknown illness
- repressed
or subconscious feelings
- conditioned
behavior or attitudes from childhood
The processes by
which this information and knowledge can be uncovered are various, and can be
prompted through self-discovery or observation by others, or in certain
situations through collective or mutual discovery, of the sort of discovery
experienced on outward bound courses or other deep or intensive group work.
Counseling can also uncover unknown issues, but this would then be known to the
person and by one other, rather than by a group.
Whether unknown
'discovered' knowledge moves into the hidden, blind or open area depends on who
discovers it and what they do with the knowledge, notably whether it is then
given as feedback, or disclosed.
Again as with
disclosure and soliciting feedback, the process of self discovery is a
sensitive one. The extent and depth to which an individual is able to seek out
discover their unknown feelings must always be at the individual's own
discretion. Some people are more keen and able than others to do this.
Uncovering 'hidden
talents' - that is unknown aptitudes and skills, not to be confused with
developing the Johari 'hidden area' - is another aspect of developing the unknown
area, and is not so sensitive as unknown feelings. Providing people with the
opportunity to try new things, with no great pressure to succeed, is often a
useful way to discover unknown abilities, and thereby reduce the unknown area.
Managers and leaders
can help by creating an environment that encourages self-discovery, and to
promote the processes of self discovery, constructive observation and feedback
among team members. It is a widely accepted industrial fact that the majority
of staff in any organization are at any time working well within their
potential. Creating a culture, climate and expectation for self-discovery helps
people to fulfill more of their potential and thereby to achieve more, and to
contribute more to organizational performance.
A note of caution about Johari region 4: The unknown area could also
include repressed or subconscious feelings rooted in formative events and
traumatic past experiences, which can stay unknown for a lifetime. In a work or
organizational context the Johari Window should not be used to address issues
of a clinical nature.
As one’s level of
confidence and self esteem develops, one may actively invite others to comment
on one's blind spots. A teacher may seek feedback from students on the quality
of a particular lecture, with the desire of improving the presentation. Active listening skills are
helpful in this endeavor. On the other hand, we all have defenses, protecting
the parts of ourselves that we feel vulnerable. Remember, the blind quadrant
contains behavior, feelings and motivations not accessible to the person, but
which others can see. Feelings of inadequacy, incompetence, unworthiness,
rejection, guilt, dependency, ambivalence for loved ones, needs to control and
manipulate, are all difficult to face, and yet can be seen by others. To
forcibly reveal what another wishes not to see can be traumatic. Fortunately,
nature has provided us with a variety of defense mechanisms to cope with such
events, such as denial, ignoring.
The Johari window, essentially being a model for communication, can also reveal difficulties in this area. In Johari terms, two people attempt to communicate via the open quadrants. On the simplest level, difficulties may arise due to a lack of clarity in the interaction, such as poor grammar or choice of words, unorganized thoughts, faulty logic etc. This induces the receiver to criticize you, the sender, by revealing something that was in your blind quadrant. Then, if the feedback works, you correct it immediately or perhaps on a more long term approach take a course in reading and writing. On a deeper level, you may be in a group meeting, and while you secretly sympathize with the minority viewpoint, you voted with the majority. However, blind to you, you actually may be communicating this information via body language, in conflict with your verbal message. On an even deeper level, you in an interaction with others may always put on a smiling, happy face, hiding all negative feelings. By withholding negative feelings, you may be signaling to your friends to withhold also, and keep their distance. Thus, your communication style may seem bland or distant.
The Johari window, essentially being a model for communication, can also reveal difficulties in this area. In Johari terms, two people attempt to communicate via the open quadrants. On the simplest level, difficulties may arise due to a lack of clarity in the interaction, such as poor grammar or choice of words, unorganized thoughts, faulty logic etc. This induces the receiver to criticize you, the sender, by revealing something that was in your blind quadrant. Then, if the feedback works, you correct it immediately or perhaps on a more long term approach take a course in reading and writing. On a deeper level, you may be in a group meeting, and while you secretly sympathize with the minority viewpoint, you voted with the majority. However, blind to you, you actually may be communicating this information via body language, in conflict with your verbal message. On an even deeper level, you in an interaction with others may always put on a smiling, happy face, hiding all negative feelings. By withholding negative feelings, you may be signaling to your friends to withhold also, and keep their distance. Thus, your communication style may seem bland or distant.
Application and
Importance
A team which
understands itself - that is, each person having a strong mutual understanding
with the team - is far more effective than a team which does not understand
each other- that is, whose members have large hidden, blind, and/or unknown
areas.
Team members - and
leaders - should always be striving to increase their open free areas, and to
reduce their blind, hidden and unknown areas. Effort should generally be made
by the person to increase his/her open free area, by disclosing information
about his/her feelings, experience, views, motivation, etc, which will reduce
the size of the hidden area, and increase the open free area.
Seeking feedback
about the blind area will reduce the blind area, and will increase the open
free area. Discovery through sensitive communications, active listening and
experience, will reduce the unknown area, transferring in part to the blind,
hidden areas, depending on who knows what, or better still if known by the
person and others, to the open free area.
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