Johari Window

Johari window

Johari window is a tool and communication model that helps improving interpersonal relationships. This was developed by Jo Luft and Harry Ingham in 1955. It uses two concepts, feedback and disclosure or self-exposure to improve relationships. Exposure concerns the ability of the individual to express feelings and ideas in an open method. Feedback involves the ability of the individual to receive information from others.

The model has four regions that represent basic areas of knowledge or information held by individual and others. The following figure gives those regions.

       

Region 1. Open or arena.

•          This region denotes the information known to self and others as well.

•          Represents the individual’s communication ability that allows him to freely share and receive information with and from others.

•          This ability is the key to a successful interpersonal relationship in an organization.

•          The larger this region, in relationship to the other panes, the more effective the individual  is in dealing with superiors and subordinates.

Region 2. Blind spot.

•          This region represents information known by others—superiors, peers, or subordinates—that is not known to the individual

•          Larger blind spot will result due to over-exposure and neglect of feedback.

•          The person will be confident of his own opinions and likely to expect compliance from others.

•          Will trigger feelings of hostility, insecurity and resentment.

•          Requires to improve listening skills.

Region 3. Façade.

•          This region represents how much information an individual keeps private.

•          Everyone makes conscious or unconscious decisions to withhold certain information from others.

•          This information may relate to personal habits or professional knowledge.

•          With larger façade, the person will attempt to gain control and will have an outward appearance of confidence. Will tend to become isolated from subordinates and colleagues. Will result in distrust.

Region 4. Unknown (dark).

•          This region represents the information unknown to both self and others.

•          Unknown (dark) will be the result of minimal use of both feedback and disclosure.

•          Larger unknown will result in withdrawal and aversion to risk-taking.

•          Will be viewed as indifferent, cold, aloof and indecisive.

Any individual can achieve something, that is limited. Simple arithmetic of ‘one plus one is two’ is not applicable for human brains. The achievement can be unlimited when more than one brain work together. Interdependence is the best to achieve fantastic results. Interdependence is nothing but teaming with others. For a team to become cohesive and effective, interpersonal relations are of prime importance. Improve your interpersonal skills by making use of Johari window.

You can increase your relationship and in turn your effectiveness by increasing your open area. There are two possibilities to achieve this.

1.       By reducing or shrinking the blind area. You can achieve this by soliciting feedback from your team members.

           

Take certain precautions in receiving feedback.

•          Do not allow the feedback to become criticism.

•          Initially people will not be able to give exact feedback.

•          Train the people in giving correct feedback.

•          Discuss the feedback and analyze them to arrive at  the essence. This process will refine the quality of feedback.

•          Take action based on the feedback. This will encourage the feedback provider to come out with more feedbacks.

While receiving the feedback, choose the right attitude.

•          Rationalization or self-analysis.

•          Quick acceptance or data collection.

•          Withdrawal or expressing feelings.

•          Aggression or help seeking.

•          Humour or concern.

•          Generalisation or experimentation.

Make use of the following points while giving feedback.

•          Should be descriptive, not evaluative.

•          Focus should be on behaviour, not on person.

•          Should be data based, specific and not impressionistic.

•          Should be suggestive, not prescriptive.

•          Should be need based & solicited.

•          Should reinforce positive behaviour.

2.       By reducing or shrinking your façade area. This can be achieved by using disclosure or self-exposure. Disclosure is nothing but freely sharing your knowledge. Disclose what is there in your mind to your team members so that they would understand you better. There are two dimensions to self-disclosure: breadth and depth. Both are crucial in developing a fully effective relationship. The range of topics discussed by two individuals is the breadth of disclosure. The degree to which the information revealed is private or personal is the depth of that disclosure. It is easier for breadth to be expanded first. Depth is more difficult to reach, and includes painful memories and more unusual traits that we might hesitate to share with others.