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JOHARI WINDOW-Joseph Luft Harry Ingham
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INTRODUCTION
• A simple and useful tool for illustrating and improving self
awareness and mutual understanding between individuals withina group
• Cognitive psychological tool created by American Psychologists,
while researching group dynamics- Joseph Luft & Harry Ingham in
1955 in the US
• Interestingly, Luft and Ingham called their Johari Window model
'Johari' after combining their first name
• Behaviour model based on 4 square grids
• Widely used model for understanding and training- self-
awareness, personal development, improving communications,interpersonal relationships, group dynamics, team development
and inter-group relationships.
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Why use it???• Today the Johari Window model is especially relevant due
to- emphasis on, and influence of, 'soft' skills, behaviour,empathy, cooperation, inter-group development,
interpersonal development and emotional intelligence.
• To focus our attention on the need to be more aware of
ourselves & the degree to which others know us
• To help people understand their interpersonal
communication and relationships better
• Primarily used in self help groups and corporate settings
as a heuristic exercise
• Understand the value of self disclosure, encourage people
to give and accept feedback- work effectively as a team
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When performing the exercise, the
subject is given a list of 55 adjectives and
picks five or six that they feel describe
their own personality.
Peers of the subject are then given the
same list, and each pick five or six
adjectives that describe the subject.
These adjectives are then mapped ontoa grid
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Adjectives• Able dependable intelligent patient
• Accepting dignified introverted powerful
• adaptable energetic kind proud• Bold extroverted shy quiet
• Brave friendly logical reflective
• calm giving loving relaxed
•
Caring happy mature religious• Cheerful helpful modest responsive
• Clever idealistic nervous searching
• Complex independent observant self-assertive
• Confident indigenous organised self-conscious
• Sensible sentimental witty sympathetic• Warm wise trustworthy silly
• Spontaneous tense knowledgeable
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2 key ideas behind the tool:
1. Individuals can build trust between
themselves by disclosing informationabout themselves.
2. Can learn about themselves with the help
of feedback from others.• There are games, online tests, questionnaires
available.
•
Nohari window is the inversion of Johariwindow- negative personality traits.
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Nohari Window A Nohari Window is the inversion of the Johari window, and is a
collection of negative personality traits instead of positive.
The Nohari Window was created by Kevan Davis in February 2006
The Adjectives:
blasé
boastfulbrashcallouschaoticchildishcoldcowardly
creepycruelcynical
distant
dispassionatedullembarrassedfoolishglumhostilehumourless
ignorantimpatientimperceptive
inane
inattentiveincompetentinflexibleinsecureinsensitiveintolerantirrational
irresponsiblelethargicloud
needy
overdramaticpanickypassivepredictablerashselfishself-satisfied
simplesmugstupid
timid
unethicalunhappyunhelpfulunimaginativeunreliablevacuousviolent
vulgarweakwithdrawn
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Quadrant 1 - Open Self/Area or TheArea of Free Activity / Arena
This is the information about the
person - behaviour, attitude, feelings,
emotion, knowledge, experience,skills, views, etc - known by the
person ('the self') and known by the
group ('others').
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Established team members
logically tend to have larger openareas than new team members.
New team members start withrelatively small open areas
because relatively little
knowledge about the new teammember is shared.
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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 –
Feedback solicitation.
The size of the open area can be
expanded vertically by the person's
disclosure of information, feelings, etc
about him/herself to the group and
group members.
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Quadrant 2 - Blind area orBlindspotWhat is known about a person by others
in the group, but is unknown by the
person him/herself.
Aim should be to reduce this area and
thereby to increase the open area, i.e., to
increase self awareness.
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Not an effective or productive space for
individuals or groups.
The blind area could also include issues
that others are deliberately withholding
from a person.Managers should promote a climate of
non-judgemental feedback, and group
response to individual disclosure, whichreduces fear and therefore encourages
both processes to happen.
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Quadrant 3 Hidden self orFacadeWhat is known to ourselves but kept
hidden from, and therefore unknown, to
others.
This area could include sensitivities, fears,
hidden agendas, manipulative intentions,
secrets - anything that a person knows
but does not reveal, for whatever reason.
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Narrowing this area enables betterunderstanding, cooperation, trust, team-
working effectiveness and productivity.
Reduces the potential for confusion,misunderstanding, poor communication,
etc, which all distract from andundermine team effectiveness.
Organizational culture and working
atmosphere has a major influence ongroup members' preparedness todisclose their hidden selves.
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Quadrant 4 Unknown Self or Areaof Unknown ActivityContains information, feelings, latent abilities,
aptitudes, experiences etc, that are unknown to theperson him/herself and unknown to others in thegroup.
They can be feelings, behaviours, attitudes,capabilities, aptitudes, which can be quite close tothe surface, and which can be positive and useful, orthey can be deeper aspects of a person's personality,
influencing his/her behaviour to various degrees.Large unknown areas would typically be expected in
younger people, and people who lack experience orself-belief.
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Information and knowledge can be
uncovered by:◦ Prompting through self-discovery or observation by
others.
◦ Through collective or mutual discovery.
◦ Counseling.
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Points to Consider When we work in Open area with others we are at our most effective and
productive, and the group is at its most productive too.
Established team members logically tend to have larger open areas thannew team members.
New team members start with relatively small open areas because
relatively little knowledge about the new team member is shared
Reduce the Blind Area by Using Solicit Feedback from others, this will
expand the open area Relevant hidden information and feelings, etc, should be moved into the
open area through the process of 'disclosure‘ thereby increasing the open
area
Reducing hidden areas also reduces the potential for confusion,
misunderstanding, poor communication, etc, which all distract from andundermine team effectiveness
Managers and leaders can help by creating an environment that
encourages self-discovery, constructive observation and feedback among
team members
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Increasing the Open Area
Feedback develops the open area by reducing the blind
area. The open area can also be developed through the process
of disclosure, which reduces the hidden area.
The unknown area can be reduced by
Observation
Self Discovery
Mutual Enlightenment Group Discussion
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Team
Team with Large open area has strong mutual understanding
compared to the ones having large Hidden, Blind , and/or
Unknown Areas
Team Leaders should always strive to increase the open Area
The individual should disclose more information about
his/her feelings , experiences , views, etc. to reduce the size
of Hidden area.
Seeking feedbacks will reduce the Blind area and will overall
increase the team performance
Sensitive communications, active listening and experience will
transfer the unknown area blind or hidden or open areas.
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Johari Model for the New team Member
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Johari Model for the Established TeamMember
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Johari Window also relates to EmotionalIntelligence (EQ)
A new way to understand and assess people's behaviours,
management styles, attitudes, interpersonal skills, and potential
An important consideration in human resources planning, job
profiling, recruitment interviewing and selection, management
development, customer relations and customer service, andmore
Embraces two aspects of intelligence:
1. Understanding yourself, your goals, intentions, responses,and behaviour
2. Understanding others, and their feelings
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Four domains of EQ
Self Awareness SocialAwareness
Self Management RelationshipManagement
By developing EQ, we can be more productive and successful at what
we do, and help others to be more productive and successful.
EQ can reduce stress for individuals and organizations, by decreasing
conflict, improving relationships and understanding, and increasing stability,
continuity and harmony
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Johari Window and the Dark Side ofOrganizations
"Well, human speech be like pictures, only word pictures.
When we speaks we paints a word picture that we wants
others to see, but we only paints a part o’ the picture what’s
in our heads. The other part, usually the most important
part, we leaves behind because it be the truth, the truepicture. So your ears have to have eyes, so they can see how
much o’ the real picture what be in the head be contained in
the words!" (Ikey Solomon talking to Tommo and Hawke,
the Potato Factory, 1995)