The Johari Window

The self
 Answers the question ‘who am I?’
 Meanings attached to a person by self and
others that are based on personal
characteristics and on people’s social roles and
membership in various groups
 Person can have multiple selves stemming from
a variety of identities (Self-pluralism)
 Ideal/possible self
The self
 Product of
 What you are
 What society expects you to be
 What experiences you have and how you deal
with them
What is the Johari window?
 The Johari Window is a communication
model that can be used to improve
understanding between individuals.
 Developed by Joseph Luft and Harry
Ingham (the word “Johari” comes from
Joseph Luft and Harry Ingham).
Two key ideas behind the tool:
 Individuals can build trust between
themselves by disclosing information
about themselves.
 They can learn about themselves and
come to terms with personal issues with
the help of feedback from others.
How does it work?
 Using the Johari model, each person is
represented by their own four-quadrant, or
four-pane, window. Each of these contains
and represents personal information -
feelings, motivation - about the person,
and shows whether the information is
known or not known by themselves or
other people.
The four quadrants are:
 Quadrant 1: Open Area
 Whatis known by the person about
him/herself and is also known by others.
 Quadrant 2: Blind Area, or "Blind Spot"
 What is unknown by the person about
him/herself but which others know.
 This can be simple information, or can involve
deep issues (for example, feelings of
inadequacy, incompetence, unworthiness,
rejection) which are difficult for individuals to
face directly, and yet can be seen by others.
 Quadrant 3: Hidden or Avoided Area
 What the person knows about him/herself that
others do not.
 Quadrant 4: Unknown Area
 Whatis unknown by the person about
him/herself and is also unknown by others.
Feedback
 Purpose of feedback
 Helps us see ourselves as others see us
 Others learn how we see them
 In so doing, it helps us move towards our
goals
 Presupposes a caring, trusting
environment
 Which reduces defensiveness
 Which maximises personal growth
 The desire for feedback is often off-set by the fear
of asking for such information
The appropriate way
 Feedback should be given such that the person
receiving it
 Hears it in the most objective, least distorted way
possible
 Understands it
 Retains the choice of using/not using it
 People need to be trained to give feedback
 Should be given such that the recipient preserves
his/her self-esteem
 Indirect versus direct expression of feelings
 Indirect
is safer because it is ambiguous and offers an
escape from commitment and rejection
 Description versus interpretation of behaviour
 Description focuses on observable aspects whereas
interpretation involves attributing intention and could
be wrong
 Non-evaluative versus evaluative feedback
 Non-evaluative looks at behaviour rather than
personal worth and refrains from value-judgments
 Specific versus general feedback
 Specific gives you an opportunity to know what to
change
 Freedom of choice to change versus
pressure to change
 Freedom of choice to change means that the
decision to act on the feedback is voluntary
rather than imposed
 Immediate versus delayed timing
 Immediate feedback is most effective since
memory is vivid
 External versus group feedback
 Contingent on circumstances
 Solicited versus imposed feedback
 Solicited is more useful since recipient is open
 Modifiable versus unmodifiable behaviour
 Conscious desire to change is critical
 Motivation to help versus motivation to
hurt
 Displacement and projection precipitate harm
and conflict
 Data-based versus impressionistic
 Positive and negative versus completely
negative
 Suggestive versus prescriptive
 Constructive versus destructive
Receiving feedback
 Elicit versus wait
 Listening and self-analysis versus denial
and rationalisation
 Clarifying versus assuming
Benefits of knowing oneself
 Self-awareness promotes personal
growth, which in turn enhances overall
functioning (including work performance)
Self-consciousness: The process of
knowing oneself
 Existentialist orientation coupled with
personal courage and conviction
 Conducive socio-cultural environment
 Living comfortably with complexity and
contradiction
 Willingness and ability to change
 Time and energy for introspection
 Johari Window: The Open-Receptive Person

Known To Self Unknown To Self

Known To Others

Open/Public Blind Spot

Unknown To Others

Hidden/Facade Area Unknown

The open-receptive person has a large public area, reflecting someone who is open about
him/herself and receptive to feedback from others. This is the person who has a clear self-image
and enough confidence in who he/she is to be visible to others. If in a management role, the open-
receptive person has employees who tend to feel respected and encouraged to grow.
 Johari Window: The Pumper
Known To Self Unknown To Self

Known To Others Open/Public Blind Spot

Unknown To Others
Hidden/Facade Area Unknown

The pumper has a large hidden area, reflecting someone who keeps information with him/herself.
This is a person who is always asking for information and giving little in return – the game player. If
the pumper is in a management role, employees tend to feel defensive with and resentful of this
individual.
 Johari Window: The Blabbermouth
Known To Self Unknown To Self

Known To Others

Open/
Blind Spot
Public

Unknown To Others

Hidden/
Facade Unknown
Area

The blabbermouth has a large blind area, reflecting someone who talks a lot but does not listen too
well. This is the person who is pre-occupied with him/herself and doesn't know when to keep quiet.
If the blabbermouth is in a management role, employees tend to get annoyed with this person and
eventually will either actively or passively learn to shut him/her up.
 Johari Window: The Hermit
Known To Self Unknown To Self

Open/
Known To Others Blind Spot
Public

Hidden/
Unknown To Others Facade Unknown
Area

The hermit has a large unknown area, reflecting a lack of self-knowledge and understanding. This
is a person you can’t figure out. The hermit’s behaviour tends to be unpredictable and security-
oriented. If in a management role, employees tend to feel insecure and confused about
expectations.
Key Points:
 In most cases, the aim in groups should
be to develop the Open Area for every
person.
 Working in this area with others usually
allows for enhanced individual and team
effectiveness and productivity. The Open
Area is the ‘space’ where good
communications and cooperation occur,
free from confusion, conflict and
misunderstanding.
 Self-disclosure is the process by which
people expand the Open Area vertically.
Feedback is the process by which people
expand this area horizontally.
 By encouraging healthy self-disclosure
and sensitive feedback, you can build a
stronger and more effective team.