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    Model Considers That There Is Information

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    adam waston
    The Johari Window: A Model for Self-Understanding

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    Model Considers That There Is Information

    Uploaded by

    adam waston
    15 views15 pages
    The Johari Window: A Model for Self-Understanding

    Original Title

    johar window

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    The Johari Window: A Model for Self-Understanding

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    15 views15 pages

    Model Considers That There Is Information

    Uploaded by

    adam waston
    The Johari Window: A Model for Self-Understanding

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 15

    The Johari Window: A Model for Self-

    Understanding
    • Model considers that there is
    information
    – you and others know
    – only you know about yourself
    – only others know about you
    – nobody knows

    Copyright © Houghton Mifflin Company. All rights reserved. 8-1


    The Johari Window

    • Your willingness or unwillingness to


    engage is self-disclosure, and listen to
    feedback, has a lot to do with your
    understanding of yourself and others’
    understanding of you.

    Copyright © Houghton Mifflin Company. All rights reserved. 8-2


    Figure 8.2
    Johari Window

    Figure 8.2

    Source: Joseph Luft, Group Processes: An Introduction to Group Dynamics. Copyright ©


    1984. Mayfield Publishing Company. Reprinted by permission of the publisher.

    Copyright © Houghton Mifflin Company. All rights reserved. 8-3


    The Four Panes of the
    Johari Window
    • Open
    • Blind
    • Hidden
    • Unknown

    Copyright © Houghton Mifflin Company. All rights reserved. 8-4


    Open Area

    • Represents the “public” or “awareness”


    area and contains information that both
    you and others know
    • Information that you don’t mind
    admitting
    • Gets bigger over time as relationships
    mature

    Copyright © Houghton Mifflin Company. All rights reserved. 8-5


    Open Area

    • A productive relationship is related to


    the amount of mutually held information
    • Building a relationship involved
    expanding this area

    Copyright © Houghton Mifflin Company. All rights reserved. 8-6


    Blind Area

    • Information about yourself that others


    know but you are not yet aware
    • Others may see you differently than you
    see yourself
    • Effective relations strive to reduce this
    area
    • Open communication encourages
    people to give you feedback

    Copyright © Houghton Mifflin Company. All rights reserved. 8-7


    Hidden Area

    • Information that you know that others do


    not
    • Private feelings, needs, and past
    experiences that you prefer to keep to
    yourself
    • If this area is too large, you can be
    perceived as lacking authenticity

    Copyright © Houghton Mifflin Company. All rights reserved. 8-8


    Unknown Area

    • Information that is unknown to you and


    to others
    • Areas of unrecognized talent, motives,
    or early childhood memories that
    influence your behavior
    • Always present, never disappears
    • Open communication can expose some
    of this area

    Copyright © Houghton Mifflin Company. All rights reserved. 8-9


    Johari Window

    • The four panes are interrelated


    • Changes to one pane impact the size of
    the others
    • As relationships develop, the open area
    should grow

    Copyright © Houghton Mifflin Company. All rights reserved. 8 - 10


    Self-Disclosure/
    Feedback Styles
    • Two communication processes within
    our control that impact relationships:
    1. Self-disclosure of thoughts, ideas, and
    feelings
    2. Seeking feedback from others
    • Characteristics of using both
    effectively:
    – candor
    – openness
    – mutual respect

    Copyright © Houghton Mifflin Company. All rights reserved. 8 - 11


    Figure 8.3
    Johari Window at the Beginning of a Relationship (left)
    and After a Closer Relationship Has Developed (right)

    Figure 8.3

    Source: Joseph Luft, Group Processes: An Introduction to Group Dynamics © 1984.


    Mayfield Publishing Company. Reprinted by permission of the publisher.

    Copyright © Houghton Mifflin Company. All rights reserved. 8 - 12


    360-Degree Feedback

    • 360-degree feedback is based on belief


    that employees will benefit from
    feedback collected from several
    sources
    • Evaluations by boss, peers,
    subordinates, and sometimes
    customers
    • Often in questionnaire form
    • Involves risk if not done correctly

    Copyright © Houghton Mifflin Company. All rights reserved. 8 - 13


    Appropriate Self-Disclosure

    • Information should be disclosed in


    constructive ways
    • Anyone can learn this skill
    • Often means changing attitudes and
    behaviors
    • Questions about disclosing information:
    – How much and how intimate?
    – With whom?
    – Under what conditions?

    Copyright © Houghton Mifflin Company. All rights reserved. 8 - 14


    Repair Damaged Relationships

    • Many work relationships are


    unnecessarily strained
    • People refuse to talk about real or
    imagined problems
    • Self-disclosure can be an excellent way
    to repair damaged relationships

    Copyright © Houghton Mifflin Company. All rights reserved. 8 - 15

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