By KHUSHBOO SEEHRARoll no 1404018Mba -2014-16

A model for self-awarenesspersonal development group

development and understanding relationship

The Johari Window model1048708 A simple and useful tool for understanding and trainingself awareness personal development improvingcommunicationsinterpersonal relationships group dynamics teamdevelopment and inter group relationships1048708 Developed by American psychologists Joseph Luft andHarry Ingham in the 1950s calling it Johari aftercombining their first names Joe and Harry1048708 Especially relevant due to emphasis on and influence ofsoft skills behaviour empathy cooperation inter-groupdevelopment and interpersonal development

Also referred to as a disclosurefeedback model of self awareness and an information processing tool1048708 Represents information - feelings experience views attitudes skills intentions motivation etc - within or about a person - in relation to their team from four perspectives1048708 Can also be used to represent the same information for a team in relation to other teams

SELF OTHERS

Behavioral responses

Communications

Johari window four regions ZONES AREAS

1 Open area open self free area free self or the arenalsquo what is known by the person about himherself and is also known by others

2 Blind area blind self or blindspotlsquo what is unknown by the person about himherself but which others know

3 Hidden area hidden self avoided area avoided self or faccediladersquo what the person knows about himherself that others do not know

4 Unknown area or unknown self what is unknown by the person about himherself and is also unknown by others

JW ZONES

O

B

H

U

I KNOW

U KNOW

U KNOW

I DONrsquoT KNOW

I KNOW

U DONrsquoT KNOW

I DONrsquoT KNOW

U DONrsquoT KNOW

4 Nos Main zones8 Nos Sub zones

Standard representation of jw

lsquoOpen selfarealsquo free arealsquo public area arenalsquo1048708 Also known as the area of free activitylsquo1048708 Information about the person - behaviour attitude feelings emotion knowledgeexperience skills views etc ndash known by the person (the self) and known by the team(others)1048708 The aim in any team is to develop the open area for every person because when we workin this area with others we are at our most effective and productive and the team is at itsmost productive too1048708 The open free area or the arenalsquo - the space where good communications and cooperationoccur free from distractions mistrust confusion conflict andMisunderstanding

Team members1048708 Established members tend to have larger open areas than new team members1048708 New members start with relatively small open areas because relatively little knowledgeabout the new team member is shared1048708 Other members can help a team member expand their open area by offering feedback1048708 The size of the open area can also be expanded vertically downwards into the hidden oravoided space by the persons disclosure of information feelings etc about himherself to theteam and team membersCan help a person expand their open area into the hidden area by asking the person about

himherself

Johari quadrant 1

Johari quadrant 2

1048708 lsquoBlind self or blind area or blindspotlsquo what is known about a person by others in the group but is unknown by the person himherself1048708 Could also be referred to as ignorance about oneself or issues in which one is deluded1048708 Not an effective or productive space for individuals or groups1048708 Also include issues that others are deliberately withholding from a person1048708 The aim is to reduce this area by seeking or soliciting feedback from others and thereby to increase the open area ie to increase self-awareness1048708 Team members and managers take responsibility for reducing the blind area - in turn increasing the open area - by giving sensitive feedback and encouraging disclosure1048708 Managers promote a climate of non-judgemental feedback and group response to individual disclosure and reduce fear

Team1048708 Which understands itself ndash ie each member having a strong mutual understanding with the team - is far more effective than a team which does not understand each other ndash ie whose members have large hidden blind andor unknown areas1048708 Members - and leaders - should strive to increase their open free areas and to reduce their blind hidden and unknown areas1048708 Seeking feedback about the blind area will reduce the blind area and will increase the open free area1048708 Discovery through sensitive communications active listening and experience will reduce the unknown area transferring in part to the blind hidden areas depending on who knows what or better still if known by the person and others to the open free area

Johari quadrant 3

1048708 lsquoHidden self or hidden area or avoided selfarea or facade1048708 What is known to ourselves but kept hidden from and therefore unknown to others1048708 Represents information feelings etc anything that a person knows about himself but which is notrevealed or is kept hidden from others1048708 Also include sensitivities fears hidden agendas manipulative intentions secrets - anything that aperson knows but does not reveal1048708 Relevant hidden information and feelings etc should be moved into the open area through the processof self-disclosure and exposure process1048708 Organizational culture and working atmosphere have a major influence on team memberspreparedness to disclose their hidden selves1048708 The extent to which an individual discloses personal feelings and information and the issues which aredisclosed and to whom must always be at the individuals own discretion

Johari quadrant 4

1048708 lsquoUnknown selflsquo area of unknown activitylsquo unknown area1048708 Information feelings latent abilities aptitudes experiences etc that are unknown to the personhimherself and unknown to others in the group1048708 Can be prompted through self-discovery or observation by others or through collective or mutualdiscovery1048708 Counselling can also uncover unknown issues1048708 Again as with disclosure and soliciting feedback the process of self discovery is a sensitive one1048708 Uncovering hidden talents - that is unknown aptitudes and skills not to be confused with developingthe Johari hidden area - is another aspect of developing the unknown area and is not so sensitive asunknown feelings1048708 Managers and leaders can create an environment that encourages self discovery and to promote theprocesses of self discovery constructive observation and feedback among team members1048708 The unknown area could also include repressed or subconscious feelings rooted in formative eventsand traumatic past experiences which can stay unknown for a lifetime

Johari window model for new

team member or member

within a new team

1048708 The open free is small because othersknow little about the new person1048708 Similarly the blind area is small becauseothers know little about the new person1048708 The hidden or avoided issues and feelingsare a relatively large area1048708 The unknown area is the largest whichmight be because the person is lacking inself-knowledge or belief

Johari window model for

established team member

1048708 The open free region is large because others know a lot about the person that the personalso knows1048708 Through disclosure and receiving feedback the open area has expanded and at the same time reduced the sizes of the hidden blind and unknown areas

The complete Johari Window Model

JW ZONES

O

B

H

U

I KNOW

U KNOW

U KNOW

I DONrsquoT KNOW

I KNOW

U DONrsquoT KNOW

I DONrsquoT KNOW

U DONrsquoT KNOW

O ndash area always increaseB ndash area always decreaseH ndash area always avoidU ndash area always discovered

Social awareness

Self awareness

Self management

Self development

The Johari Window model1048708 A simple and useful tool for understanding and trainingself awareness personal development improvingcommunicationsinterpersonal relationships group dynamics teamdevelopment and inter group relationships1048708 Developed by American psychologists Joseph Luft andHarry Ingham in the 1950s calling it Johari aftercombining their first names Joe and Harry1048708 Especially relevant due to emphasis on and influence ofsoft skills behaviour empathy cooperation inter-groupdevelopment and interpersonal development

Also referred to as a disclosurefeedback model of self awareness and an information processing tool1048708 Represents information - feelings experience views attitudes skills intentions motivation etc - within or about a person - in relation to their team from four perspectives1048708 Can also be used to represent the same information for a team in relation to other teams

SELF OTHERS

Behavioral responses

Communications

Johari window four regions ZONES AREAS

1 Open area open self free area free self or the arenalsquo what is known by the person about himherself and is also known by others

2 Blind area blind self or blindspotlsquo what is unknown by the person about himherself but which others know

3 Hidden area hidden self avoided area avoided self or faccediladersquo what the person knows about himherself that others do not know

4 Unknown area or unknown self what is unknown by the person about himherself and is also unknown by others

JW ZONES

O

B

H

U

I KNOW

U KNOW

U KNOW

I DONrsquoT KNOW

I KNOW

U DONrsquoT KNOW

I DONrsquoT KNOW

U DONrsquoT KNOW

4 Nos Main zones8 Nos Sub zones

Standard representation of jw

lsquoOpen selfarealsquo free arealsquo public area arenalsquo1048708 Also known as the area of free activitylsquo1048708 Information about the person - behaviour attitude feelings emotion knowledgeexperience skills views etc ndash known by the person (the self) and known by the team(others)1048708 The aim in any team is to develop the open area for every person because when we workin this area with others we are at our most effective and productive and the team is at itsmost productive too1048708 The open free area or the arenalsquo - the space where good communications and cooperationoccur free from distractions mistrust confusion conflict andMisunderstanding

Team members1048708 Established members tend to have larger open areas than new team members1048708 New members start with relatively small open areas because relatively little knowledgeabout the new team member is shared1048708 Other members can help a team member expand their open area by offering feedback1048708 The size of the open area can also be expanded vertically downwards into the hidden oravoided space by the persons disclosure of information feelings etc about himherself to theteam and team membersCan help a person expand their open area into the hidden area by asking the person about

himherself

Johari quadrant 1

Johari quadrant 2

1048708 lsquoBlind self or blind area or blindspotlsquo what is known about a person by others in the group but is unknown by the person himherself1048708 Could also be referred to as ignorance about oneself or issues in which one is deluded1048708 Not an effective or productive space for individuals or groups1048708 Also include issues that others are deliberately withholding from a person1048708 The aim is to reduce this area by seeking or soliciting feedback from others and thereby to increase the open area ie to increase self-awareness1048708 Team members and managers take responsibility for reducing the blind area - in turn increasing the open area - by giving sensitive feedback and encouraging disclosure1048708 Managers promote a climate of non-judgemental feedback and group response to individual disclosure and reduce fear

Team1048708 Which understands itself ndash ie each member having a strong mutual understanding with the team - is far more effective than a team which does not understand each other ndash ie whose members have large hidden blind andor unknown areas1048708 Members - and leaders - should strive to increase their open free areas and to reduce their blind hidden and unknown areas1048708 Seeking feedback about the blind area will reduce the blind area and will increase the open free area1048708 Discovery through sensitive communications active listening and experience will reduce the unknown area transferring in part to the blind hidden areas depending on who knows what or better still if known by the person and others to the open free area

Johari quadrant 3

1048708 lsquoHidden self or hidden area or avoided selfarea or facade1048708 What is known to ourselves but kept hidden from and therefore unknown to others1048708 Represents information feelings etc anything that a person knows about himself but which is notrevealed or is kept hidden from others1048708 Also include sensitivities fears hidden agendas manipulative intentions secrets - anything that aperson knows but does not reveal1048708 Relevant hidden information and feelings etc should be moved into the open area through the processof self-disclosure and exposure process1048708 Organizational culture and working atmosphere have a major influence on team memberspreparedness to disclose their hidden selves1048708 The extent to which an individual discloses personal feelings and information and the issues which aredisclosed and to whom must always be at the individuals own discretion

Johari quadrant 4

1048708 lsquoUnknown selflsquo area of unknown activitylsquo unknown area1048708 Information feelings latent abilities aptitudes experiences etc that are unknown to the personhimherself and unknown to others in the group1048708 Can be prompted through self-discovery or observation by others or through collective or mutualdiscovery1048708 Counselling can also uncover unknown issues1048708 Again as with disclosure and soliciting feedback the process of self discovery is a sensitive one1048708 Uncovering hidden talents - that is unknown aptitudes and skills not to be confused with developingthe Johari hidden area - is another aspect of developing the unknown area and is not so sensitive asunknown feelings1048708 Managers and leaders can create an environment that encourages self discovery and to promote theprocesses of self discovery constructive observation and feedback among team members1048708 The unknown area could also include repressed or subconscious feelings rooted in formative eventsand traumatic past experiences which can stay unknown for a lifetime

Johari window model for new

team member or member

within a new team

1048708 The open free is small because othersknow little about the new person1048708 Similarly the blind area is small becauseothers know little about the new person1048708 The hidden or avoided issues and feelingsare a relatively large area1048708 The unknown area is the largest whichmight be because the person is lacking inself-knowledge or belief

Johari window model for

established team member

1048708 The open free region is large because others know a lot about the person that the personalso knows1048708 Through disclosure and receiving feedback the open area has expanded and at the same time reduced the sizes of the hidden blind and unknown areas

The complete Johari Window Model

JW ZONES

O

B

H

U

I KNOW

U KNOW

U KNOW

I DONrsquoT KNOW

I KNOW

U DONrsquoT KNOW

I DONrsquoT KNOW

U DONrsquoT KNOW

O ndash area always increaseB ndash area always decreaseH ndash area always avoidU ndash area always discovered

Social awareness

Self awareness

Self management

Self development

SELF OTHERS

Behavioral responses

Communications

Johari window four regions ZONES AREAS

1 Open area open self free area free self or the arenalsquo what is known by the person about himherself and is also known by others

2 Blind area blind self or blindspotlsquo what is unknown by the person about himherself but which others know

3 Hidden area hidden self avoided area avoided self or faccediladersquo what the person knows about himherself that others do not know

4 Unknown area or unknown self what is unknown by the person about himherself and is also unknown by others

JW ZONES

O

B

H

U

I KNOW

U KNOW

U KNOW

I DONrsquoT KNOW

I KNOW

U DONrsquoT KNOW

I DONrsquoT KNOW

U DONrsquoT KNOW

4 Nos Main zones8 Nos Sub zones

Standard representation of jw

lsquoOpen selfarealsquo free arealsquo public area arenalsquo1048708 Also known as the area of free activitylsquo1048708 Information about the person - behaviour attitude feelings emotion knowledgeexperience skills views etc ndash known by the person (the self) and known by the team(others)1048708 The aim in any team is to develop the open area for every person because when we workin this area with others we are at our most effective and productive and the team is at itsmost productive too1048708 The open free area or the arenalsquo - the space where good communications and cooperationoccur free from distractions mistrust confusion conflict andMisunderstanding

Team members1048708 Established members tend to have larger open areas than new team members1048708 New members start with relatively small open areas because relatively little knowledgeabout the new team member is shared1048708 Other members can help a team member expand their open area by offering feedback1048708 The size of the open area can also be expanded vertically downwards into the hidden oravoided space by the persons disclosure of information feelings etc about himherself to theteam and team membersCan help a person expand their open area into the hidden area by asking the person about

himherself

Johari quadrant 1

Johari quadrant 2

1048708 lsquoBlind self or blind area or blindspotlsquo what is known about a person by others in the group but is unknown by the person himherself1048708 Could also be referred to as ignorance about oneself or issues in which one is deluded1048708 Not an effective or productive space for individuals or groups1048708 Also include issues that others are deliberately withholding from a person1048708 The aim is to reduce this area by seeking or soliciting feedback from others and thereby to increase the open area ie to increase self-awareness1048708 Team members and managers take responsibility for reducing the blind area - in turn increasing the open area - by giving sensitive feedback and encouraging disclosure1048708 Managers promote a climate of non-judgemental feedback and group response to individual disclosure and reduce fear

Team1048708 Which understands itself ndash ie each member having a strong mutual understanding with the team - is far more effective than a team which does not understand each other ndash ie whose members have large hidden blind andor unknown areas1048708 Members - and leaders - should strive to increase their open free areas and to reduce their blind hidden and unknown areas1048708 Seeking feedback about the blind area will reduce the blind area and will increase the open free area1048708 Discovery through sensitive communications active listening and experience will reduce the unknown area transferring in part to the blind hidden areas depending on who knows what or better still if known by the person and others to the open free area

Johari quadrant 3

1048708 lsquoHidden self or hidden area or avoided selfarea or facade1048708 What is known to ourselves but kept hidden from and therefore unknown to others1048708 Represents information feelings etc anything that a person knows about himself but which is notrevealed or is kept hidden from others1048708 Also include sensitivities fears hidden agendas manipulative intentions secrets - anything that aperson knows but does not reveal1048708 Relevant hidden information and feelings etc should be moved into the open area through the processof self-disclosure and exposure process1048708 Organizational culture and working atmosphere have a major influence on team memberspreparedness to disclose their hidden selves1048708 The extent to which an individual discloses personal feelings and information and the issues which aredisclosed and to whom must always be at the individuals own discretion

Johari quadrant 4

1048708 lsquoUnknown selflsquo area of unknown activitylsquo unknown area1048708 Information feelings latent abilities aptitudes experiences etc that are unknown to the personhimherself and unknown to others in the group1048708 Can be prompted through self-discovery or observation by others or through collective or mutualdiscovery1048708 Counselling can also uncover unknown issues1048708 Again as with disclosure and soliciting feedback the process of self discovery is a sensitive one1048708 Uncovering hidden talents - that is unknown aptitudes and skills not to be confused with developingthe Johari hidden area - is another aspect of developing the unknown area and is not so sensitive asunknown feelings1048708 Managers and leaders can create an environment that encourages self discovery and to promote theprocesses of self discovery constructive observation and feedback among team members1048708 The unknown area could also include repressed or subconscious feelings rooted in formative eventsand traumatic past experiences which can stay unknown for a lifetime

Johari window model for new

team member or member

within a new team

1048708 The open free is small because othersknow little about the new person1048708 Similarly the blind area is small becauseothers know little about the new person1048708 The hidden or avoided issues and feelingsare a relatively large area1048708 The unknown area is the largest whichmight be because the person is lacking inself-knowledge or belief

Johari window model for

established team member

1048708 The open free region is large because others know a lot about the person that the personalso knows1048708 Through disclosure and receiving feedback the open area has expanded and at the same time reduced the sizes of the hidden blind and unknown areas

The complete Johari Window Model

JW ZONES

O

B

H

U

I KNOW

U KNOW

U KNOW

I DONrsquoT KNOW

I KNOW

U DONrsquoT KNOW

I DONrsquoT KNOW

U DONrsquoT KNOW

O ndash area always increaseB ndash area always decreaseH ndash area always avoidU ndash area always discovered

Social awareness

Self awareness

Self management

Self development

Johari window four regions ZONES AREAS

1 Open area open self free area free self or the arenalsquo what is known by the person about himherself and is also known by others

2 Blind area blind self or blindspotlsquo what is unknown by the person about himherself but which others know

3 Hidden area hidden self avoided area avoided self or faccediladersquo what the person knows about himherself that others do not know

4 Unknown area or unknown self what is unknown by the person about himherself and is also unknown by others

JW ZONES

O

B

H

U

I KNOW

U KNOW

U KNOW

I DONrsquoT KNOW

I KNOW

U DONrsquoT KNOW

I DONrsquoT KNOW

U DONrsquoT KNOW

4 Nos Main zones8 Nos Sub zones

Standard representation of jw

lsquoOpen selfarealsquo free arealsquo public area arenalsquo1048708 Also known as the area of free activitylsquo1048708 Information about the person - behaviour attitude feelings emotion knowledgeexperience skills views etc ndash known by the person (the self) and known by the team(others)1048708 The aim in any team is to develop the open area for every person because when we workin this area with others we are at our most effective and productive and the team is at itsmost productive too1048708 The open free area or the arenalsquo - the space where good communications and cooperationoccur free from distractions mistrust confusion conflict andMisunderstanding

Team members1048708 Established members tend to have larger open areas than new team members1048708 New members start with relatively small open areas because relatively little knowledgeabout the new team member is shared1048708 Other members can help a team member expand their open area by offering feedback1048708 The size of the open area can also be expanded vertically downwards into the hidden oravoided space by the persons disclosure of information feelings etc about himherself to theteam and team membersCan help a person expand their open area into the hidden area by asking the person about

himherself

Johari quadrant 1

Johari quadrant 2

1048708 lsquoBlind self or blind area or blindspotlsquo what is known about a person by others in the group but is unknown by the person himherself1048708 Could also be referred to as ignorance about oneself or issues in which one is deluded1048708 Not an effective or productive space for individuals or groups1048708 Also include issues that others are deliberately withholding from a person1048708 The aim is to reduce this area by seeking or soliciting feedback from others and thereby to increase the open area ie to increase self-awareness1048708 Team members and managers take responsibility for reducing the blind area - in turn increasing the open area - by giving sensitive feedback and encouraging disclosure1048708 Managers promote a climate of non-judgemental feedback and group response to individual disclosure and reduce fear

Team1048708 Which understands itself ndash ie each member having a strong mutual understanding with the team - is far more effective than a team which does not understand each other ndash ie whose members have large hidden blind andor unknown areas1048708 Members - and leaders - should strive to increase their open free areas and to reduce their blind hidden and unknown areas1048708 Seeking feedback about the blind area will reduce the blind area and will increase the open free area1048708 Discovery through sensitive communications active listening and experience will reduce the unknown area transferring in part to the blind hidden areas depending on who knows what or better still if known by the person and others to the open free area

Johari quadrant 3

1048708 lsquoHidden self or hidden area or avoided selfarea or facade1048708 What is known to ourselves but kept hidden from and therefore unknown to others1048708 Represents information feelings etc anything that a person knows about himself but which is notrevealed or is kept hidden from others1048708 Also include sensitivities fears hidden agendas manipulative intentions secrets - anything that aperson knows but does not reveal1048708 Relevant hidden information and feelings etc should be moved into the open area through the processof self-disclosure and exposure process1048708 Organizational culture and working atmosphere have a major influence on team memberspreparedness to disclose their hidden selves1048708 The extent to which an individual discloses personal feelings and information and the issues which aredisclosed and to whom must always be at the individuals own discretion

Johari quadrant 4

1048708 lsquoUnknown selflsquo area of unknown activitylsquo unknown area1048708 Information feelings latent abilities aptitudes experiences etc that are unknown to the personhimherself and unknown to others in the group1048708 Can be prompted through self-discovery or observation by others or through collective or mutualdiscovery1048708 Counselling can also uncover unknown issues1048708 Again as with disclosure and soliciting feedback the process of self discovery is a sensitive one1048708 Uncovering hidden talents - that is unknown aptitudes and skills not to be confused with developingthe Johari hidden area - is another aspect of developing the unknown area and is not so sensitive asunknown feelings1048708 Managers and leaders can create an environment that encourages self discovery and to promote theprocesses of self discovery constructive observation and feedback among team members1048708 The unknown area could also include repressed or subconscious feelings rooted in formative eventsand traumatic past experiences which can stay unknown for a lifetime

Johari window model for new

team member or member

within a new team

1048708 The open free is small because othersknow little about the new person1048708 Similarly the blind area is small becauseothers know little about the new person1048708 The hidden or avoided issues and feelingsare a relatively large area1048708 The unknown area is the largest whichmight be because the person is lacking inself-knowledge or belief

Johari window model for

established team member

1048708 The open free region is large because others know a lot about the person that the personalso knows1048708 Through disclosure and receiving feedback the open area has expanded and at the same time reduced the sizes of the hidden blind and unknown areas

The complete Johari Window Model

JW ZONES

O

B

H

U

I KNOW

U KNOW

U KNOW

I DONrsquoT KNOW

I KNOW

U DONrsquoT KNOW

I DONrsquoT KNOW

U DONrsquoT KNOW

O ndash area always increaseB ndash area always decreaseH ndash area always avoidU ndash area always discovered

Social awareness

Self awareness

Self management

Self development

Standard representation of jw

lsquoOpen selfarealsquo free arealsquo public area arenalsquo1048708 Also known as the area of free activitylsquo1048708 Information about the person - behaviour attitude feelings emotion knowledgeexperience skills views etc ndash known by the person (the self) and known by the team(others)1048708 The aim in any team is to develop the open area for every person because when we workin this area with others we are at our most effective and productive and the team is at itsmost productive too1048708 The open free area or the arenalsquo - the space where good communications and cooperationoccur free from distractions mistrust confusion conflict andMisunderstanding

Team members1048708 Established members tend to have larger open areas than new team members1048708 New members start with relatively small open areas because relatively little knowledgeabout the new team member is shared1048708 Other members can help a team member expand their open area by offering feedback1048708 The size of the open area can also be expanded vertically downwards into the hidden oravoided space by the persons disclosure of information feelings etc about himherself to theteam and team membersCan help a person expand their open area into the hidden area by asking the person about

himherself

Johari quadrant 1

Johari quadrant 2

1048708 lsquoBlind self or blind area or blindspotlsquo what is known about a person by others in the group but is unknown by the person himherself1048708 Could also be referred to as ignorance about oneself or issues in which one is deluded1048708 Not an effective or productive space for individuals or groups1048708 Also include issues that others are deliberately withholding from a person1048708 The aim is to reduce this area by seeking or soliciting feedback from others and thereby to increase the open area ie to increase self-awareness1048708 Team members and managers take responsibility for reducing the blind area - in turn increasing the open area - by giving sensitive feedback and encouraging disclosure1048708 Managers promote a climate of non-judgemental feedback and group response to individual disclosure and reduce fear

Team1048708 Which understands itself ndash ie each member having a strong mutual understanding with the team - is far more effective than a team which does not understand each other ndash ie whose members have large hidden blind andor unknown areas1048708 Members - and leaders - should strive to increase their open free areas and to reduce their blind hidden and unknown areas1048708 Seeking feedback about the blind area will reduce the blind area and will increase the open free area1048708 Discovery through sensitive communications active listening and experience will reduce the unknown area transferring in part to the blind hidden areas depending on who knows what or better still if known by the person and others to the open free area

Johari quadrant 3

1048708 lsquoHidden self or hidden area or avoided selfarea or facade1048708 What is known to ourselves but kept hidden from and therefore unknown to others1048708 Represents information feelings etc anything that a person knows about himself but which is notrevealed or is kept hidden from others1048708 Also include sensitivities fears hidden agendas manipulative intentions secrets - anything that aperson knows but does not reveal1048708 Relevant hidden information and feelings etc should be moved into the open area through the processof self-disclosure and exposure process1048708 Organizational culture and working atmosphere have a major influence on team memberspreparedness to disclose their hidden selves1048708 The extent to which an individual discloses personal feelings and information and the issues which aredisclosed and to whom must always be at the individuals own discretion

Johari quadrant 4

1048708 lsquoUnknown selflsquo area of unknown activitylsquo unknown area1048708 Information feelings latent abilities aptitudes experiences etc that are unknown to the personhimherself and unknown to others in the group1048708 Can be prompted through self-discovery or observation by others or through collective or mutualdiscovery1048708 Counselling can also uncover unknown issues1048708 Again as with disclosure and soliciting feedback the process of self discovery is a sensitive one1048708 Uncovering hidden talents - that is unknown aptitudes and skills not to be confused with developingthe Johari hidden area - is another aspect of developing the unknown area and is not so sensitive asunknown feelings1048708 Managers and leaders can create an environment that encourages self discovery and to promote theprocesses of self discovery constructive observation and feedback among team members1048708 The unknown area could also include repressed or subconscious feelings rooted in formative eventsand traumatic past experiences which can stay unknown for a lifetime

Johari window model for new

team member or member

within a new team

1048708 The open free is small because othersknow little about the new person1048708 Similarly the blind area is small becauseothers know little about the new person1048708 The hidden or avoided issues and feelingsare a relatively large area1048708 The unknown area is the largest whichmight be because the person is lacking inself-knowledge or belief

Johari window model for

established team member

1048708 The open free region is large because others know a lot about the person that the personalso knows1048708 Through disclosure and receiving feedback the open area has expanded and at the same time reduced the sizes of the hidden blind and unknown areas

The complete Johari Window Model

JW ZONES

O

B

H

U

I KNOW

U KNOW

U KNOW

I DONrsquoT KNOW

I KNOW

U DONrsquoT KNOW

I DONrsquoT KNOW

U DONrsquoT KNOW

O ndash area always increaseB ndash area always decreaseH ndash area always avoidU ndash area always discovered

Social awareness

Self awareness

Self management

Self development

lsquoOpen selfarealsquo free arealsquo public area arenalsquo1048708 Also known as the area of free activitylsquo1048708 Information about the person - behaviour attitude feelings emotion knowledgeexperience skills views etc ndash known by the person (the self) and known by the team(others)1048708 The aim in any team is to develop the open area for every person because when we workin this area with others we are at our most effective and productive and the team is at itsmost productive too1048708 The open free area or the arenalsquo - the space where good communications and cooperationoccur free from distractions mistrust confusion conflict andMisunderstanding

Team members1048708 Established members tend to have larger open areas than new team members1048708 New members start with relatively small open areas because relatively little knowledgeabout the new team member is shared1048708 Other members can help a team member expand their open area by offering feedback1048708 The size of the open area can also be expanded vertically downwards into the hidden oravoided space by the persons disclosure of information feelings etc about himherself to theteam and team membersCan help a person expand their open area into the hidden area by asking the person about

himherself

Johari quadrant 1

Johari quadrant 2

1048708 lsquoBlind self or blind area or blindspotlsquo what is known about a person by others in the group but is unknown by the person himherself1048708 Could also be referred to as ignorance about oneself or issues in which one is deluded1048708 Not an effective or productive space for individuals or groups1048708 Also include issues that others are deliberately withholding from a person1048708 The aim is to reduce this area by seeking or soliciting feedback from others and thereby to increase the open area ie to increase self-awareness1048708 Team members and managers take responsibility for reducing the blind area - in turn increasing the open area - by giving sensitive feedback and encouraging disclosure1048708 Managers promote a climate of non-judgemental feedback and group response to individual disclosure and reduce fear

Team1048708 Which understands itself ndash ie each member having a strong mutual understanding with the team - is far more effective than a team which does not understand each other ndash ie whose members have large hidden blind andor unknown areas1048708 Members - and leaders - should strive to increase their open free areas and to reduce their blind hidden and unknown areas1048708 Seeking feedback about the blind area will reduce the blind area and will increase the open free area1048708 Discovery through sensitive communications active listening and experience will reduce the unknown area transferring in part to the blind hidden areas depending on who knows what or better still if known by the person and others to the open free area

Johari quadrant 3

1048708 lsquoHidden self or hidden area or avoided selfarea or facade1048708 What is known to ourselves but kept hidden from and therefore unknown to others1048708 Represents information feelings etc anything that a person knows about himself but which is notrevealed or is kept hidden from others1048708 Also include sensitivities fears hidden agendas manipulative intentions secrets - anything that aperson knows but does not reveal1048708 Relevant hidden information and feelings etc should be moved into the open area through the processof self-disclosure and exposure process1048708 Organizational culture and working atmosphere have a major influence on team memberspreparedness to disclose their hidden selves1048708 The extent to which an individual discloses personal feelings and information and the issues which aredisclosed and to whom must always be at the individuals own discretion

Johari quadrant 4

1048708 lsquoUnknown selflsquo area of unknown activitylsquo unknown area1048708 Information feelings latent abilities aptitudes experiences etc that are unknown to the personhimherself and unknown to others in the group1048708 Can be prompted through self-discovery or observation by others or through collective or mutualdiscovery1048708 Counselling can also uncover unknown issues1048708 Again as with disclosure and soliciting feedback the process of self discovery is a sensitive one1048708 Uncovering hidden talents - that is unknown aptitudes and skills not to be confused with developingthe Johari hidden area - is another aspect of developing the unknown area and is not so sensitive asunknown feelings1048708 Managers and leaders can create an environment that encourages self discovery and to promote theprocesses of self discovery constructive observation and feedback among team members1048708 The unknown area could also include repressed or subconscious feelings rooted in formative eventsand traumatic past experiences which can stay unknown for a lifetime

Johari window model for new

team member or member

within a new team

1048708 The open free is small because othersknow little about the new person1048708 Similarly the blind area is small becauseothers know little about the new person1048708 The hidden or avoided issues and feelingsare a relatively large area1048708 The unknown area is the largest whichmight be because the person is lacking inself-knowledge or belief

Johari window model for

established team member

1048708 The open free region is large because others know a lot about the person that the personalso knows1048708 Through disclosure and receiving feedback the open area has expanded and at the same time reduced the sizes of the hidden blind and unknown areas

The complete Johari Window Model

JW ZONES

O

B

H

U

I KNOW

U KNOW

U KNOW

I DONrsquoT KNOW

I KNOW

U DONrsquoT KNOW

I DONrsquoT KNOW

U DONrsquoT KNOW

O ndash area always increaseB ndash area always decreaseH ndash area always avoidU ndash area always discovered

Social awareness

Self awareness

Self management

Self development

Johari quadrant 2

1048708 lsquoBlind self or blind area or blindspotlsquo what is known about a person by others in the group but is unknown by the person himherself1048708 Could also be referred to as ignorance about oneself or issues in which one is deluded1048708 Not an effective or productive space for individuals or groups1048708 Also include issues that others are deliberately withholding from a person1048708 The aim is to reduce this area by seeking or soliciting feedback from others and thereby to increase the open area ie to increase self-awareness1048708 Team members and managers take responsibility for reducing the blind area - in turn increasing the open area - by giving sensitive feedback and encouraging disclosure1048708 Managers promote a climate of non-judgemental feedback and group response to individual disclosure and reduce fear

Team1048708 Which understands itself ndash ie each member having a strong mutual understanding with the team - is far more effective than a team which does not understand each other ndash ie whose members have large hidden blind andor unknown areas1048708 Members - and leaders - should strive to increase their open free areas and to reduce their blind hidden and unknown areas1048708 Seeking feedback about the blind area will reduce the blind area and will increase the open free area1048708 Discovery through sensitive communications active listening and experience will reduce the unknown area transferring in part to the blind hidden areas depending on who knows what or better still if known by the person and others to the open free area

Johari quadrant 3

1048708 lsquoHidden self or hidden area or avoided selfarea or facade1048708 What is known to ourselves but kept hidden from and therefore unknown to others1048708 Represents information feelings etc anything that a person knows about himself but which is notrevealed or is kept hidden from others1048708 Also include sensitivities fears hidden agendas manipulative intentions secrets - anything that aperson knows but does not reveal1048708 Relevant hidden information and feelings etc should be moved into the open area through the processof self-disclosure and exposure process1048708 Organizational culture and working atmosphere have a major influence on team memberspreparedness to disclose their hidden selves1048708 The extent to which an individual discloses personal feelings and information and the issues which aredisclosed and to whom must always be at the individuals own discretion

Johari quadrant 4

1048708 lsquoUnknown selflsquo area of unknown activitylsquo unknown area1048708 Information feelings latent abilities aptitudes experiences etc that are unknown to the personhimherself and unknown to others in the group1048708 Can be prompted through self-discovery or observation by others or through collective or mutualdiscovery1048708 Counselling can also uncover unknown issues1048708 Again as with disclosure and soliciting feedback the process of self discovery is a sensitive one1048708 Uncovering hidden talents - that is unknown aptitudes and skills not to be confused with developingthe Johari hidden area - is another aspect of developing the unknown area and is not so sensitive asunknown feelings1048708 Managers and leaders can create an environment that encourages self discovery and to promote theprocesses of self discovery constructive observation and feedback among team members1048708 The unknown area could also include repressed or subconscious feelings rooted in formative eventsand traumatic past experiences which can stay unknown for a lifetime

Johari window model for new

team member or member

within a new team

1048708 The open free is small because othersknow little about the new person1048708 Similarly the blind area is small becauseothers know little about the new person1048708 The hidden or avoided issues and feelingsare a relatively large area1048708 The unknown area is the largest whichmight be because the person is lacking inself-knowledge or belief

Johari window model for

established team member

1048708 The open free region is large because others know a lot about the person that the personalso knows1048708 Through disclosure and receiving feedback the open area has expanded and at the same time reduced the sizes of the hidden blind and unknown areas

The complete Johari Window Model

JW ZONES

O

B

H

U

I KNOW

U KNOW

U KNOW

I DONrsquoT KNOW

I KNOW

U DONrsquoT KNOW

I DONrsquoT KNOW

U DONrsquoT KNOW

O ndash area always increaseB ndash area always decreaseH ndash area always avoidU ndash area always discovered

Social awareness

Self awareness

Self management

Self development

Johari quadrant 3

1048708 lsquoHidden self or hidden area or avoided selfarea or facade1048708 What is known to ourselves but kept hidden from and therefore unknown to others1048708 Represents information feelings etc anything that a person knows about himself but which is notrevealed or is kept hidden from others1048708 Also include sensitivities fears hidden agendas manipulative intentions secrets - anything that aperson knows but does not reveal1048708 Relevant hidden information and feelings etc should be moved into the open area through the processof self-disclosure and exposure process1048708 Organizational culture and working atmosphere have a major influence on team memberspreparedness to disclose their hidden selves1048708 The extent to which an individual discloses personal feelings and information and the issues which aredisclosed and to whom must always be at the individuals own discretion

Johari quadrant 4

1048708 lsquoUnknown selflsquo area of unknown activitylsquo unknown area1048708 Information feelings latent abilities aptitudes experiences etc that are unknown to the personhimherself and unknown to others in the group1048708 Can be prompted through self-discovery or observation by others or through collective or mutualdiscovery1048708 Counselling can also uncover unknown issues1048708 Again as with disclosure and soliciting feedback the process of self discovery is a sensitive one1048708 Uncovering hidden talents - that is unknown aptitudes and skills not to be confused with developingthe Johari hidden area - is another aspect of developing the unknown area and is not so sensitive asunknown feelings1048708 Managers and leaders can create an environment that encourages self discovery and to promote theprocesses of self discovery constructive observation and feedback among team members1048708 The unknown area could also include repressed or subconscious feelings rooted in formative eventsand traumatic past experiences which can stay unknown for a lifetime

Johari window model for new

team member or member

within a new team

1048708 The open free is small because othersknow little about the new person1048708 Similarly the blind area is small becauseothers know little about the new person1048708 The hidden or avoided issues and feelingsare a relatively large area1048708 The unknown area is the largest whichmight be because the person is lacking inself-knowledge or belief

Johari window model for

established team member

1048708 The open free region is large because others know a lot about the person that the personalso knows1048708 Through disclosure and receiving feedback the open area has expanded and at the same time reduced the sizes of the hidden blind and unknown areas

The complete Johari Window Model

JW ZONES

O

B

H

U

I KNOW

U KNOW

U KNOW

I DONrsquoT KNOW

I KNOW

U DONrsquoT KNOW

I DONrsquoT KNOW

U DONrsquoT KNOW

O ndash area always increaseB ndash area always decreaseH ndash area always avoidU ndash area always discovered

Social awareness

Self awareness

Self management

Self development

Johari window model for new

team member or member

within a new team

1048708 The open free is small because othersknow little about the new person1048708 Similarly the blind area is small becauseothers know little about the new person1048708 The hidden or avoided issues and feelingsare a relatively large area1048708 The unknown area is the largest whichmight be because the person is lacking inself-knowledge or belief

Johari window model for

established team member

1048708 The open free region is large because others know a lot about the person that the personalso knows1048708 Through disclosure and receiving feedback the open area has expanded and at the same time reduced the sizes of the hidden blind and unknown areas

The complete Johari Window Model

JW ZONES

O

B

H

U

I KNOW

U KNOW

U KNOW

I DONrsquoT KNOW

I KNOW

U DONrsquoT KNOW

I DONrsquoT KNOW

U DONrsquoT KNOW

O ndash area always increaseB ndash area always decreaseH ndash area always avoidU ndash area always discovered

Social awareness

Self awareness

Self management

Self development

The complete Johari Window Model

JW ZONES

O

B

H

U

I KNOW

U KNOW

U KNOW

I DONrsquoT KNOW

I KNOW

U DONrsquoT KNOW

I DONrsquoT KNOW

U DONrsquoT KNOW

O ndash area always increaseB ndash area always decreaseH ndash area always avoidU ndash area always discovered

Social awareness

Self awareness

Self management

Self development

Social awareness

Self awareness

Self management

Self development