A simple and useful tool for: understanding self personal development improving communications interpersonal relationships in group team

team development

A JoHari window is created by Joseph Luft and Harry Inghamof the University of California Western Training Laboratory in 1955 in the United States. These American psychologists Joseph Luft and Harry Ingham called it 'JoHari' after combining their first names, Joe and Harry.

It is also referred to a disclosure/ feedback model of self awareness or 'information processing tool'.

The two key ideas behind the tool:

That individuals can build trust between themselves by disclosing information about themselves; and

That they can learn about themselves and come to terms with personal issues with the help of feedback from others.

The model employs a four part figure to reflect the interactions of two sources of information- self & others

Based on a four square grid like a window with four panes which represent the location of ideas, information, feelings, views, skills, etc. about a person in relation to others from 4 perspective.

The JoHari Window 'panes'

A four paned "window," also known as region or area or quadrants. It divides personal awareness into four different types, as represented by its four quadrants:
Open Hidden Blind Unknown.
.

The four panes of the window are as follows: Area I open area, open self, free area,

free self.
Area II known as blind area, blind self. Area III is called the faade, hidden area, hidden self, avoided area, avoided self. Area IV the is unknown area or unknown self

The lines dividing the four panes are like window shades. The JoHari window panes are interdependent. Changing the size to one pane forces the size of corresponding panes

INFORMATION THAT IS KNOWN OR SHARED BY ALL PARTIES

OPEN WINDOW

The first pane, the "Arena," contains things that I know about myself and about which the group knows. The Arena increases in size as the level of trust increases between individuals or between an individual and the group.

Also known as area of free activity This space is free where good communication & cooperation occurs, free from distractions, mistrust, confusion, conflict & misunderstanding.

The Open Persona

Someone with an open persona is both very self-aware (with a small blind self) and is quite happy to expose their self to others (a small private self). They are so comfortable with themselves they are not ashamed or troubled with the notion of other people seeing themselves that they really are.

The second pane, the "Blind Spot," contains information that I do not know about myself but of which the group may know. For instance, I may not know that I always look away from a person when I talk. A person who considers himself as intelligent may be viewed as an arrogant and socially ignorant by others

It can be referred to as ignorance about oneself. Also includes information that others are deliberately withholding from the person.

The Nave Persona

The Naive person has a large Blind Self that others can see. They thus may make significant social gaffes and not even realize what they have done or how others see them.

Pane three, the "Facade" or "Hidden Area," contains information that I know about myself but the group does not know. It may because of fear that if the group knows those feelings, perceptions, and opinions they might reject, attack, or hurt him. Most people fear judgment, vulnerability & social acceptance and therefore hold back hidden information and feelings, etc.

The Secret Persona

When a person has a large Private Self, they may appear distant and secretive to others. They talk little about themselves and may spend a significant amount of time ensconced in their own private world.

The fourth and last pane, the "Unknown," contains things that neither I nor the group knows about me.

This unknown area represents early childhood memories, latent potentialities, and unrecognized resources.

A natural ability or aptitude that a person doesn't realise they possess. A fear or aversion that a person does not know they have. An unknown illness.

The Mysterious Persona

These people are a mystery to themselves as well as to other people. They act in strange ways and do not notice it. They may be very solitary, yet not introverted. As the Mysterious Persona knows relatively little about themselves.

Open window is small suggests much information is kept hidden or is unknown and people are often blind to information that others have. For open & productive communication reduce the size of hidden & blind windows, size of unknown window automatically decreases. It is a aim of every team to devlop this area as when we work in this area with others we are most effective & productive. The process the open and candid expression of feelings and factual knowledge has been called by Luft and Ingham the Exposure process

The extent of disclosure is always on individuals own discretion.

You seek information from others

. One can reduced the size of the Blind Spot or Facade panes through giving and soliciting feedback increases the size of the Free pane. The open area can be increased through the process of disclosure which reduces the hidden area. The unknown area can be decreased by others observation (increases the blind area), by self discovery( increases the hidden area) & also through group discussions & experiences.

Self Disclosure
Self-disclosure is seen as a useful strategy for sharing information with others. By sharing information, we become more intimate with other people and our interpersonal relationship is strengthened.

Risks
One risk is that the person will not respond favorably to the information. Self-disclosure does not automatically lead to favorable impressions. Another risk is that the other person will gain power in the relationship because of the information they possess. Finally, too much self-disclosure or selfdisclosure that comes too early in a relationship can damage the relationship.

TIPS
Dont be rash in your self-disclosure. Disclosing harmless items builds trust. However, disclosing information which could damage peoples respect for you can put you in a position of weakness.

Feedback
Feedback is communication to a person or group providing information as to how their behavior is affecting or influencing you (giving feedback). It may also be a reaction by others as to how your behavior is affecting or influencing them (receiving feedback).

Be careful in the way you give feedback. Some cultures have a very open and accepting approach to feedback. Others dont. You can cause incredible offence if you offer personal feedback to someone whos not used to it. Be sensitive, and start gradually.

Research suggests that exposure to and use of feedback instruments can improve performance (knowledge of performance criteria helps individual set goals and modify behavior.)

Feedback can help to clarify criteria and be of assistance in setting individual goals.

Some Thoughts on feedback

Effective Feedback
You were late in completing your part of the work on the ABC and XYZ case analyses.

Is specific rather than global.

NOT
You are constantly late with your work

Effective Feedback
Describes the behavior not the person
You interrupt me when I am speaking

NOT
You are really rude

Effective Feedback
Links behavior and
consequences
When you were late with your part of the work on the ABC case, it held up the rest of the group as your part was very important

NOT
You are lazy.

Effective Feedback

Allows for reactions from the person receiving it BUT is best heard non-defensively, asking for further information and clarification rather than providing

Im concerned with what you have told me. Can you provide more specifics about the situation?

NOT
I dont do things that way. Youre wrong! Im not sure that I am aware of having done this. Have others observed this as well?

NOT
Everyone else in the group has done the same thing!

Effective Feedback
I have observed that you respond whenever the professor asks a question. NOT Some of us feel that you dont let others talk in class

Is owned by the person giving it; using I statements, not we statements

Effective Feedback
Has both parties check for mutual understanding.
Let me make sure that I understand what you are telling me. Im not sure that I understand. Will you say it differently?

and
Id like to be sure that we both have the same idea. What is it that you have heard me say? Im concerned that I may not have made myself clear. Can you help me by telling me what you heard?

Effective Feedback
Is informative and developmental rather than punitive
You have not done any financial analyses.Perhaps I can help you with the next one.

NOT
If you dont do the next financial analysis you are out of the group!!

Effective Feedback
Is given in a time and place
appropriate to the task
In a private space where there are no interruptions

NOT
On the phone In a busy office In a bar

Nohari window
A Nohari window is the inversion of the Johari window, and is a collection of negative personality traits instead of positive.Devloped by KEVAN DAVIS, Freelance Web Developer.

able calm confident friendly

independent
knowledgeable

Nervous Proud
responsive

accepting adaptable bold caring cheerful clever dependable dignified energetic giving happy helpful ingenious intelligent introverted logical loving mature observant organised patient self-assertive relaxed quiet
self-conscious
spontaneous

brave complex
extroverted

idealistic kind modest powerful religious sensible

sympathetic

searching reflective sentimental shy silly tense

trustworthy

warm

Wise

witty

incompetent

intolerant aloof
irreponsibles

inflexible glum vulgar unhappy inane distant chaotic vacuous passive dull

timid stupid lethargic unhelpful brash childish impatient panicky smug

predictable

cowardly simple withdrawn cynical cruel boastful weak unethical rash callous
humourless

violent insecure hostile needy ignorant blase

embarrassed

selfish
unimaginative

irrational
imperceptive

loud
self-satisfied overdramatic

insensitive
dispassionate

inattentive unreliable cold

foolish

JOHARI WINDOW QUESTIONS

1. 2. to responding observations. 3. disagrees. I readily admit to confusion or lack of knowledge when I feel that I have little information about the topic under discussion as opposed to trying to bluff, feigning understanding, or insisting that my opinions are right. 5. I show my concern that others know where I stand on relevant issues, as opposed to being basically indifferent to others knowledge of me or just unrevealing in my comments. 6. I take the initiative in getting feedback from other members, as opposed to waiting passively for others to offer their comments of their own accord. 7. I "level" with others and describe how I feel about what they do and how they do it, as opposed to covering up, taking tolerance or denying any reaction. 4. I am open and candid in my dealings with others, as opposed to being closed, cautious, and under wraps in my relationships. I hear, respect, and accept the comments and reactions of others, as opposed defensively, dismissing them as of little value, or turning a deaf ear on their I specifically test for agreement and commitment to joint or team decisions, as opposed to assuming that all are committed if no one openly

8. the team, as

My comments are relevant, and pertinent to the real issues at hand in opposed to being "frothy" and off-target or attempts at camouflage.

9. I try to understand how others are feelings and work hard at getting information from them, which will help me do this, as opposed to appearing indifferent, showing superficial concern or being basically insensitive. 10. I value and encourage reactions equally from others, as opposed to being selective in my quest for feedback or treating some contributions as inferior. 11. I am openly affectionate toward others when I feel I like them, as opposed to being inhibited, restrained, or acting embarrassed. 12. I help others participate and work to support and draw everyone into a group discussion, as opposed to fending only for myself and leaving participation up to each individual. 13. I take risks with others and expose highly personal information, both emotional and intellectual, when it is pertinent, as opposed to playing it safe, as if I don't trust others. 14. I welcome and appreciate other's attempts to help me, no matter how critical or direct their feedback, as oppose to acting hurt, sulking, indifferent, or rejecting them outright.

15. 16. 17.

I openly try to influence an individual or a group, as opposed to being manipulative. I press for additional information when I am angered by them, as opposed to acting unaffected, restrained, or over controlled. I am openly hostile towards others when I am angered by them, as opposed to acting unaffected, restrained, or over controlled.

18. I encourage collaboration on problems and solicit others definitions and solutions on mutual problems, as opposed to insisting on mechanical decision rules or trying to railroad my own judgments through. I am spontaneous and say what I think no matter how "far out" it may seem, as opposed to monitoring my contributions so that they are in line with prevailing through or more acceptable to others. 20. I give support to others who are on the spot and struggling to express themselves intelligently and emotionally, as opposed to letting them flounder or trying to move on without them. ADD YOUR RESPONSES TO QUESTIONS: 2, 3, 6, 9, 10, 12, 14, 16, 18, and 2O. FEEDBACK TOTAL: ADD YOUR RESPONSES TO QUESTIONS: 1, 4, 5, 7, 8, 11, 13, 15, 17, and l9. EXPOSURE TOTAL: 19.

 SCALE VALUE 10 9 8 7 6 5 4 3 2 1 EXTREMELY CHARACTERISTIC I do this consistently VERY CHARACTERISTIC I do this nearly all the time QUITE CHARACTERISTIC I do this most of the time PRETTY CHARACTERISTIC I do this a good deal of the time FAIRLY CHARACTERISTIC I do this frequently SOMEWHAT CHARACTERISTIC I do this on occasion FAIRLY UNCHARACTERISTIC I seldom do this PRETTY UNCHARACTERISTIC I hardly ever do this QUITE UNCHARACTERISTIC I almost never do this EXTREMELY UNCHARACTERISTIC I never do this