1

Johari Window
A
Arena or Area of
Free Activity
B
Blindspot
C
Faade
Closed or
Hidden Area
D
Dark Area
or Unknown Area
Things I Know Things I Dont Know
Things
others
know
about me
Things
that
others do
not know
about me
SELF
G
R
O
U
P
Solicits Feedback
S
e
l
f
-
D
i
s
c
l
o
s
u
r
e
-


G
i
v
e
s

F
e
e
d
b
a
c
k

D R MODY
ZAR DI
CONSULTANTS
2
Some Sample Joharis
BLINDSPOT
High Exposure always
telling, information,
opinions and feelings
Low Feedback does not
ask for others opinions,
knowledge and feelings

SEEN BY OTHERS AS
AUTOCRAT BULL-IN-
CHINA SHOP
A
F U
3
Some Sample Joharis
FACADE
Low Exposure does not
release information nor
express opinions
High Feedback always
gathering information and
opinions

SEEN BY OTHERS AS
POLITICIAN /
INTERVIEWER
A
B
U
4
Some Sample Joharis
UNKNOWN
Low Exposure and
Feedback
SEEN BY OTHERS AS
MANAGING BY THE
BOOK ONLY/ TURTLE
A B
F
5
Some Sample Joharis
ARENA
High Exposure and
Feedback


SEEN BY OTHERS AS
OPEN AND HONEST
IDEAL WINDOW
B
F
U
6
STYLE PROFILES

1. MANAGERIAL STYLE TYPE A THE
UNKNOWN

A. A MINIMAL USE OF EXPOSURE
AND FEEDBACK PROCESSES

B. A VERY IMPERSONAL APPRAOCH
TO INTERPERSONAL
RELATIONSHIPS

C. THE UNKNOWN REGION
DOMINATES

D. A LOT OF POTENTIAL / TALENT
REMAINS UNTAPPED


7
STYLE PROFILES

1. MANAGERIAL STYLE TYPE A THE
UNKNOWN

E. TYPIFIES A WITHDRAWN PERSON
AVERSE TO TAKING RISKS

F. HAS A VERY HIGH LEVEL OF
INTERPERSONAL ANXIETY
ALWAYS SEEKING SAFETY,
SECURITY AND ASSURANCE
G. AN UNCOMMUNICATIVE PERSON


8
STYLE PROFILES

1. MANAGERIAL STYLE TYPE A THE
UNKNOWN

H. AVOIDS PERSONAL DISCLOSURE
OR GETTING INVOLVED

I. LIKELTY TO BE REACTED TO
WITH MORE THAN AVERAGE
HOSTILITY

J.

SUBORDINATES FEEL THAT THE
MANAGERS STYLE
CONSCIOUSLTY ATTEMPTS TO
FRUSTRATE THEM IN THEIR
WORK


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K. THOSE IN NEED OF SUPPORT
WILL VIEW THE MANAGER AS
COLD, ALOOF AND INDIFFERENT

L. THOSE NEEDING DIRECTION,
ORDER OR GUIDANCE WILL VIEW
HIM AS INDECISIVE

M. THOSE WHO ARE CREATIVE WILL
VIEW THE MANAGER AS
BUREAUCRATIC


STYLE PROFILE
1. MANAGERIAL STYLE TYPE A THE UNKNOWN
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II.
MANAGERIAL STYLE TYPE B, - FAADE
/ HIDDEN / CLOSED

A.
THIS TYPE HAS AN AVERSION TO
EXPOSURE BECAUSE OF AN
OVERDOSE OF FEEDBACK

B.
A VERY MISTRUSTING AND
SUSPICIOUS PERSONS


11
II. MANAGERIAL STYLE TYPE B, - FAADE
/ HIDDEN / CLOSED

C. A VERY CLOSE AND SECRETIVE
PERSON

1. VERY UNCOMMUNICATIVE
2. HAVING AN ENQUIRING MIND
3. ALWAYS ASKS TOO MANY
QUESTIONS
4. YET REVEALS NOTHING
5. SHARES INFORMATION ON A
NEED TO KNOW BASIS


12
D. PEOPLE REACT TO SUCH PERSONS
BY RECIPROCAL WITHDRAWAL OF
TRUST

E. SUCH PERSONS ARE TREATED AS
SUPERFICIAL PERSONS


II. MANAGERIAL STYLE TYPE B FAADE
/ HIDDEN / CLOSED.
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F. SOME MANAGERS DELIBERATELY
USE THIS STYLE TO MAINTAIN
PERSONAL CONTROL AND TO GIVE
AN APPEARANCE OF CONTROL

G. SUCH PERSONS BECOME
ISOLATED IN NO TIME

H. LACK OF TRUST PREDOMINATES


II. MANAGERIAL STYLE TYPE B FAADE
/ HIDDEN / CLOSED.
14
III. MANAGERIAL STYLE, TYPE C THE
BLIND SPOT

A. REFLECTS AN EGO STRIVING
PERSONALITY

B. HAS NO CONFIDENCE IN OTHERS
ONLY IN HIS ABILITIES

C. BELIEVES ONLY IN HIMSELF AND
HIS DESTINY

D. VERY ARROGANT, BOASTFUL AND
OVER CONFIDENT


15
III. MANAGERIAL STYLE, TYPE C THE
BLIND SPOT

E. HIGHLY INSENSITIVE, SELFISH

F. HAS A KNACK OF RUBBING UP
PEOPLE THE WRONG WAY

G MAKES OTHERS FEEL
NEGLECTED AND HUMILIATED

H TRIGGERS HOSTILITY,
INSECURITY AND RESENTMENT
ON THE PART OF SUBORDINATES
AND COLLEAGUES


16
III. MANAGERIAL STYLE, TYPE C THE
BLIND SPOT

I. OTHERS START HOLDING BACK
INFORMATION

J A POOR LISTENER NEEDS TO
LEARN HOW TO LISTEN TO
OTHERS
K FEAR OF FAILURE ONE REASON
WHY SOME PERSONS ADOPT THIS
STYLE
L VERY AUTHORITARIAN,
DOMINEERING AND
DICTATORIAL BY NATURE

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III. MANAGERIAL STYLE, TYPE C THE
BLIND SPOT

M. SOME MANAGERS ADOPT THIS
STYLE TO SHOW /DEMONSTRATE
COMPETENCE
N SOME MANAGERS ADOPT THIS
TYLE TO SHOW PATERNALISM
O DESTINED FOR SURPRISES WHEN
PEOPLE HAVE HAD ENOUGH
P AN EXTREMELY DIFFICULT
PERSON TO BE WITH

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IV. MANAGERIAL TYPE D OPEN OR ARENA

A. CHARACTERISED BY A BALANCE OF
FEEDBACK AND EXPOSURE
B. AN OPEN, WARM, GENEROUS AND
SENSITIVE PERSON
1. VERY OUTGOING AND
FRIENDLYL BY NATURE
2. A PERSON WITHOUT MALICE,
ILL-WILL OR BAD INTENT
3. VERY HELPFUL
4. GOES OUT OF HIS WAY TO HELP
ANYONE / EVERYONE.
5. A VERY COMPASSIONATE
PERSON
6. A VERY OPEN
STRAIGHTFORWARD PERSON
7. HAS NO HIDDEN AGENDAS
8. MEANS AND PRACTICES WHAT
HE SAYS


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C. OPENNESS AND TRANSPARENCY OF
ACTION ARE HIS/HER MAINSTAY

D. VERY HONEST AND TRUSTING

1. TOO TRUSTING TO A FAULT
2. VERY GULLIBLE AND EASILY
TAKEN FOR A RIDE

II. MANAGERIAL STYLE TYPE D OPEN OR ARENA
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E. INITIALLY SUCH PERSONS COULD
PUT OTHERS AT UNEASE BY THEIR
HONESTY AND OPENNESS

1. INITIALLY THEY ARE
MISUNDERSTOOD

F. THE IDEAL MANAGER

II. MANAGERIAL STYLE TYPE D OPEN OR ARENA
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ACCEPTANCE OF FEEDBACK / SENSITIVITY







Lo w
Normal

High
13 21 27 37 45

Normal

High Low
18 25 31 39 46
SELF EXPOSURE
22

THANK YOU