A Johari window is a psychological tool created by Joseph Luft and Harry Ingham in 1955. It’s a simple and useful tool for understanding and training: Show
It is one of the few tools out there that has an emphasis on “soft skills” such as behaviour, empathy, co-operation, inter group development and interpersonal development. It’s a great model to use because of its simplicity and also because it can be applied in a variety of situations and environments.  In this example we are going to talk about how the Johari window works with an individual within a team. In this instance there are two factors at work within the Johari window. The first factor is what you know about yourself. The second factor relates to what other people know about you. The model works using four area quadrants. Anything you know about yourself and are willing to share is part of your open area. Individuals can build trust between themselves by disclosing information to others and learning about others from the information they in turn disclose about themselves. Any aspect that you do not know about yourself, but others within the group have become aware of, is in your blind area. With the help of feedback from others you can become aware of some of your positive and negative traits as perceived by others and overcome some of the personal issues that may be inhibiting your personal or group dynamics within the team. There are also aspects about yourself that you are aware of but might not want others to know, this quadrant is known as your hidden area. This leaves just one area and is the area that is unknown to you or anyone else – the unknown area. The balance between the four quadrants can change. You might want to tell someone an aspect of your life that you had previously kept hidden. For example, maybe you are not comfortable contributing ideas in large groups. This would increase your open area and decrease your hidden area. It is also possible to increase your open area by asking for feedback from people. When feedback is given honestly to you it can reduce the size of your blind area. Maybe you interrupt people before they have finished making their point which can cause frustration. Alternatively people may always want to talk to you because you are a good listener. Sometimes you don’t realise these aspects of your character until it is pointed out. By working with others it is possible for you to discover aspects that neither of you may never have appreciated before. Some examples of unknown factors can be as follows:
For example in an educational setting, a student’s contact with a tutor, may help them understand how their experiences both in and outside of school can have an impact on their learning. This discovery about themself would reduce the size of their unknown area. From a practical point of view in implementing the Johari window you need to look at two steps. Step one: The place to start in the Johari window is in the open area. Make some notes about yourself. Complete the Self Awareness Diagnostic. What are your strengths and your weaknesses? What are you comfortable with and willing to share with others? Try and be honest and clear about what you know about yourself already. Step two: Involve other people and ask for feedback about yourself. Be prepared to seriously consider it. That doesn’t mean that you have to do everything that’s suggested, but you should at least listen and think about it. Then give the person who provided the feedback some acknowledgement or thanks for making the effort. Depending on how confident you are you might prefer to do this as either a group exercise or on a one to one basis. Remember that giving effective feedback is a skill and some people may be better at it than others. When receiving feedback, be respectful, listen and reflect on what has been said. It may be on receiving feedback you may want to explore it further that can lead to discovery about yourself. The Johari window as a tool does have its drawbacks:
There are many ways to use the Johari model in learning and development. It very much depends on what you want to achieve in your training or development activities? What are your intended outputs and how will you measure that they have been achieved? How can the Johari Window theory and principles are used to assist this. "Johari is a very elegant and potent model, and as with other powerful ideas, simply helping people to understand is the most effective way to optimise the value to people. When people really understand it in their own terms, it empowers them to use the thinking in their own way, and to incorporate the underlying principles into their future thinking and behaviour." (Source: ELN The e-Learning Network.) The Self Awareness Diagnostic is a great accompaniment to the Johari window model. It helps people to explore the qualities that make them who they are. The simple online questionnaire provides instant feedback to the participant that they can positively use in understanding their personal strengths and weaknesses, what belongs in their open space. It can also objectively help the participant to start to process some of those attributes that reside in their blind spot and can encourage discussion amongst the group without being confrontational or causing contention. What is unique about the Self Awareness Diagnostic is it explores not only an individual’s ‘soft skills’ and working style preferences but also how participants like to learn; their learning styles. In an education or business environment this can be a great enabler for a teacher or trainer to ensure all the members of the group are motivated and able to achieve their full potential. References and Resources: The e-learning net: The Johari Window Luft, J., Ingham, H. (1955). “The Johari window, a graphic model of interpersonal awareness” Luft, J. (1969). Of Human Interaction. Palo Alto, California: National Press. p. 177 Gaw, B. (1976). The Johari window and a partnership: An approach to teaching interpersonal communication skills: Communication Education: Vol 25, No 3. [online] Shapiro, D., Heil, J. and Lager, F. (1983). Validation of the Johari Window Test as a Measure of Self-Disclosure: The Journal of Social Psychology: Vol 120, No 2. [online] https://www.businessballs.com/self-awareness/johari-window-model
Johari Window Model: this article describes the Johari Window Model, developed by psychologists Joseph Luft and Harry Ingham in 1955 in a practical way. After reading you will understand the definition, meaning and basics of this powerful Communication Skills and Coaching tool. This article also contains a downloadable and editable Johari Window Model template and an in-depth explanation video. What is the Johari Window Model about?When someone exhibits behaviour that is perceived to be disturbing by their environment, it is good to give them feedback on it. For many, it can be very difficult to confront others on their behaviour. People are not always aware of their own behaviour, or perhaps they are aware of their behaviour, but will not easily admit it. Feedback is a good way to confront someone on their (disturbing) behaviour. The Johari window can help with this, as it provides insight into the behaviour of yourself and others.
Do you want unlimited and ad-free access? Johari Window video (1-Minute Skill Booster)Our 1-Minute Skill Booster below will help you get a quick overview on Johari’s Window and at the end of this article you will find an in-depth video on this communication tool. The Johari Window Model explainedThe Johari model is a practical tool to illustrate and improve self awareness and mutual understanding between individuals, for example team members. The model is useful when it comes to improving inter group development and interpersonal development. It can also help to improve inter group relationships and group dynamics. Because of this, the model is often used to support team development. The Johari window was created in 1955 by Joseph Luften and Harrington Ingham. This happened while researching group dynamics at the University of California. The name is derived from the first names of the creators. The Johari window can help people to better understand their communication with others.
4 QuadrantsThe Johari window has four quadrants, or four window panes, that represent four combinations: 1. Open Space: Known to you – Known to othersThis Open Space or open area is about the behaviour that is known by you and also seen and acknowledged by others. You can communicate about this. Still, it sometimes happens that there is behaviour that is disturbing to the environment, where someone is aware that it is. Patience and caution are important when discussing this behaviour with someone. The open quadrant corresponds to all the things everyone knows about you. For example, a carpenter and the people around him know that he is a specialist in making window frames. Besides that, they know that he loves beautifully finished products, respects others and always makes time to help others. 2. Blind Spot: Unknown to yourself – Known to othersThe blind area quadrant of the Johari Window represents things you don’t know about yourself, but others do. For example, it can happen that a new employee is late for a meeting. The person moderating the meeting answers the questions briefly and returns to where the meeting left off. The new employee later comes to the moderator and tells him that what he did was rude. The moderator explains the new employee that he may have appeared curt. This is because he started the meeting on time for those who really needed it. In this way, the moderator indicates something to the new employee that he did not know before, so that the employee can take his blind behaviour into account in future interactions. This is because they can see something that you don’t. Perspiration odour, the frequent use of the same word or continuous pulling of the nose are other examples of this. The Blind Spot can also occur in the working environment. Someone can be unaware of the fact that he works slower than his colleagues. Others are aware of this, however, which can cause certain irritations. If feedback is not given properly to another, he will stay stuck in his old behavior and is likely to fall outside the group. 3. Hidden Area: Known to yourself – Unknown to othersIn the Hidden Area, people can keep certain personal information to themselves and not share it with others. The office clerk can keep hidden from his colleagues that in his free time he is a jazz guitarist. The Hidden Area can also be unknown to a limited number of other people. The same office clerk may have a good colleague with whom he does share his hobby, making it a subject for communication. In that case, this Hidden Area slowly shifts to Open Space. So the hidden quadrant contains things that you know yourself, but others don’t. Self-disclosure increases through interaction, creating potential to learn about where someone grew up, what family values someone was taught and what experiences someone has had. As soon as one person learns more about another person, this hidden window gets smaller and the open window gets bigger. 4. Unknown Area: Unknown to yourself – Unknown to othersNo communication exists about this Unknown Area. Purely because of the fact that both parties are unaware of it, which means it won’t become the subject of discussion. The unknown quadrant contains information about a person’s behaviour, beliefs and feelings. These are not known to anyone, including the person in question. There are many situations wherein a person’s strengths and weaknesses first come to the fore. For example, how does an intern react to his or her first overtime? Use of the Johari WindowMost people try to communicate using only the Open Space. Eye contract, body language and styles of communication are overlooked. Hiding feelings or thoughts form others can create challenging moments of communications that are criticized by others who might see something incorrectly. A person with healthy self-esteem can respond in a way that reveals something from the Blind Spot. If a person is open to constructive criticism, the information moves to the Open Space / open area and healthy interaction can take place. Everyone has different styles of communication, different temperaments and personal stressors that are often kept out of professional life. The Johari Window is effective in helping to understand the relationship between employee and employer and to help build trust. It is also referred to as a disclosure model, or self awareness model, as an extention of emotional intelligence. For some people, the method serves as an information processing aid and increases self awareness. This window represents information about experiences, attitudes, skills and motivations of a particular person in relation to the group that person is in. This information is described from four perspectives, whereby it becomes clear which information is or is not known to the person himself and/or to others. The model can be used to describe the same information about a group in relation to another group as well. FeedbackWithout addressing the behaviour that can cause irritation or annoyance, this may lead to mis understanding, uneven relationships and a tense atmosphere. Behaviour in the Blind Spot is particularly difficult to discuss with others. Through feedback rules, the message feels less harsh and the recipient won’t feel as attacked. As a result, he is more likely to become aware of his behavior. In addition, good feedback results in mutual understanding, joint agreements and pleasant cooperation. The basic rule for feedback is to communicate from your own experience: the I message. As soon as this is left out, the other person can feel particularly attacked. “I noticed that you didn’t get the job done yesterday” goes over better than “you didn’t get the job done yesterday”. Then the other can be asked if this finding is correct and whether he has also noticed the same. Throughout the conversation, the I-message is crucial. When the other person is aware (and, as it were, he shifts from a Blind Spot to an Open Space), the time is right to look at possible solutions together. Giving compliments also helps to keep the atmosphere pleasant: “I’m happy that you also noticed it and I’m curious to hear if you have an idea on how to prevent this in the future”. Talking to each other leads to good ideas that are acceptable to the person being addressed and that make him feel comfortable. The Open Space is now complete and the issue can be openly discussed. When behaviour that can cause irritation or annoyance is not addressed, this may lead to misunderstanding, uneven relationships and a tense atmosphere. Behaviour in the Blind Spot of the Johari Window is particularly difficult to discuss with others. Through feedback rules, the message feels less harsh and the recipient won’t feel as attacked. As a result, he is more likely to become aware of his behavior. In addition, good feedback results in mutual understanding, joint agreements and pleasant cooperation. The basic rule for feedback is to communicate from your own experience; the I-message. As soon as this is left out, the other person can feel particularly attacked. “I noticed that you didn’t get the job done yesterday” goes over better than “you didn’t get the job done yesterday”. Then the other can be asked if this finding is correct and whether he has also noticed the same. Throughout the conversation, the I-message is crucial. When the other person is aware (and, as it were, he shifts from a Blind Spot to an Open Space), the time is right to look at possible solutions together. Giving compliments also helps to keep the atmosphere pleasant: “I’m happy that you also noticed it and I’m curious to hear if you have an idea on how to prevent this in the future”. Talking to each other leads to good ideas that are acceptable to the person being addressed and that make him feel comfortable. The Open Space is now complete and the issue can be openly discussed. ConfidentialDespite the Johari window being a basis for clear information, this does not, of course, mean that everything needs to be discussed publicly. Even when information is in the Open Space, this can also be confidential information that does not need to be made public. In that case, it is about information that can or cannot be made public. Even in the example of the office clerk who plays jazz guitar in his free time, it is possible that he told his colleague this in confidence. He may have asked his colleague not to share this with their other colleagues. He can have various reasons for doing so, such as privacy, shame, not wanting to share, etc. Mutual TrustThe Johari Window is useful to gain insight into your behaviour and that of others. It provides you with information about the relationships with others and gives you the opportunity to improve yourself. By broadening the Open Space and reducing the hidden, and being continuously aware of this, the mutual trust with others will only increase. The Blind Spot and Hidden Space are shrinking if there is more knowledge of each other and one is going to discuss matters in an open way. This tool is very effective and can, among others, be used for small conflicts, negotiations or lack of understanding towards each other. By openly asking questions and engaging with each other, the various parties can discover what the underlying ideas, opinions and motives were that led to this behaviour. The Blind Spot moves to an Open Space and people will have increased respect for each other’s opinions. Johari Window templateWant to improve your communication skills? Get insights into your own behaviour and communication with others by using this ready to use Johari Window Model template.
>Download theThis template is exclusively for our paying Toolshero members. Click here to see if a membership is something for you!Johari Window Model video (in-depth explainer)Watch the in-depth video below for a recap of what you’ve just read, so you will remember it more easily!
Get Toolshero updates on new methods, models and theories! Now it’s Your TurnWhat do you think? Is the Johari Window Model applicable in your daily work? What is your experience with Feedback and Behaviour techniques? Do you recognize the practical explanation or do you have more additions? What are your success factors for giving and receiving Feedback in relation to certain behaviour? Share your experience and knowledge in the comments box below. More information
How to cite this article: Published on: 07/28/2020 | Last update: 05/19/2022 Add a link to this page on your website: |
In the context of the johari window, who among the following most likely has the biggest blind pane?
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