Johari Window

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The Johari Window model is a simple and useful tool for improving self-awareness of individuals within groups - and of groups within the wider context in which they operate.

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It was devised by American psychologists Joseph Luft and Harry Ingham in 1955, while researching group dynamics at the University of California, Los Angeles.� The name Johari derives from their first names - and the window part of the title from the four-quadrant shape of the diagram employed.

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The Johari Window is widely used for assisting individuals to develop self awareness and improve personal development.� Used by teams, it can assist them with improving communications, interpersonal relationships, group dynamics and inter-group relationships.

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What is

known

by others

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QUADRANT 1

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OPEN (Public arena)

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What the individual knows about themselves - and is also known by others.

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QUADRANT 2

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BLIND AREA (Blind spot)

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What the individual does not know about themselves but which others know.

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What is

not known

by others

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QUADRANT 3

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HIDDEN (Private space)

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What the individual knows about themselves that others do not know.

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QUADRANT 4

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UNKNOWN

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What is unknown by the individual and also unknown by others.

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NOTE: The above may apply to groups as well as to individuals.

NOTE: The names given to the quadrants may vary slightly in different literature.

�NOTE: The colours used here are merely illustrative and not part of the original diagram.

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In order to facilitate completion of the Window � some trainers or facilitators may use a list of (56) adjectives describing personality characteristics � from which an individual selects those they consider appropriate for inclusion in the left-hand side of the window.

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Peers or colleagues then select from the same list those characteristics they believe apply to the individual.� These can be inserted into the upper half of the window. (Obviously, adjectives selected by the individual AND their colleagues belong in the OPEN area.)

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• able

• accepting

• adaptable

• bold

• brave

• calm

• caring

• cheerful

• clever

• complex

• confident

• dependable

• dignified

• energetic

• extroverted

• friendly

• giving

• happy

• helpful

• idealistic

• independent

• ingenious

• intelligent

• introverted

• kind

• knowledgeable

• logical

• loving

• mature

• modest

• nervous

• observant

• organized

• patient

• powerful

• proud

• quiet

• reflective

• relaxed

• religious

• responsive

• searching

• self-assertive

• self-conscious

• sensible

• sentimental

• shy

• silly

• smart

• spontaneous

• sympathetic

• tense

• trustworthy

• warm

• wise

• witty

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BENEFITS

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The Johari window can be used as a self assessment tool to increase individuals� understanding of themselves. This may be an exploration of the skills they possess � or their personal and professional characteristics.

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As an aid to personal and professional development, the Johari Window encourages reflection � enabling individuals and teams to consider strengths and weaknesses not only from their own point of view but from their managers�, colleagues� and customers� perspectives.

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As well as being used by individuals, the Johari Window can be applied by a group to identify team skills and characteristics.

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DRAWBACKS

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By its very nature, if we are to make the most of the Johari Window model, it needs to be used within the context of a group or team.� There may be some drawbacks to using the Johari Window in this way if its use is not wisely facilitated.

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Firstly, no-one should feel obliged to reveal anything about themselves that they do not feel comfortable sharing.� Although we may be led to believe that self-disclosure is healthy and can lead to increased trust within a group, inappropriate self-disclosure has its dangers. �We are often better off not telling others about our innermost personal secrets (or our professional disasters!)� By providing others with information about yourself, you give them power over you. �A certain amount of disclosure helps to build trust but disclosing information which could damage your colleagues� respect for you can put you in a position of weakness.

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A wise facilitator will ensure that the level of disclosure is matched to the level of trust that has been established within the group.

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Furthermore, when encouraging feedback from others, it is important to establish a positive group ethos and to gauge the level of people�s sensitivity.� Whereas it can be a great motivator to learn of other people�s positive perceptions of yourself, discovery of the weaknesses they perceive can have equally negative effects, especially where there is a mismatch between your own view and the view of others.� That is not to say that weaknesses are not to be explored but this should be done with sensitivity.

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