 |
 |
Johari Window
|
 |
� |
�
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.
�
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.
�
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.
� |
� |
� |
What the individual knows |
What the individual does not
know |
� |
What is
known
by others |
�
QUADRANT 1
�
OPEN (Public arena)
�
What the
individual knows about themselves - and is also known by others.
� |
�
QUADRANT 2
�
BLIND AREA (Blind
spot)
�
What the
individual does not know about themselves but which others know.
� |
� |
What is
not known
by others
� |
�
QUADRANT 3
�
HIDDEN (Private
space)
�
What the
individual knows about themselves that others do not know.
� |
�
QUADRANT 4
�
UNKNOWN
�
What is
unknown by the individual and also unknown by others.
� |
� |
� |
� |
�
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.
� |
� |
� |
� |
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.
�
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.)
� |
� |
� |
-
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
|
� |
� |
�
BENEFITS
�
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.
�
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.
�
As well
as being used by individuals, the Johari Window can be applied by a
group to identify team skills and characteristics.
� |
� |
� |
DRAWBACKS
�
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.
�
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.
�
A wise
facilitator will ensure that the level of disclosure is matched to the
level of trust that has been established within the group.
�
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.
� |
� |
� |
� |
�
Useful link - businessballs
� |
� |
� |
� |
� |
� |
� |
� |
� |
� |
� |