Johari window

Applied Organizational Behavior

Submitted to- Mr. Rajdeep Khanuja
Submitted byAntony L. Inigo
Nishant Rathore
Pratyaksha Pal Chowdhary
Sanskriti Dwivedi
Umesh S. Suryawanshi

INTRODUCTION
The JOHARI Window model was developed by
American psychologists Joseph Luft and Harry
Ingham in the 1950s, while they were researching
group dynamics.
The most useful model to describe the process of
human interaction, more specifically of giving and
receiving feedback
Used for accessing yourself or to rediscover
yourself- your own Personality
Helps us to improve relationship with individuals,
groups or one group to other group

The Johari Window

Model depicts
communication windows
through which feedback
is given and received
Through feedback and
disclosure, we can
reveal more about
ourselves to others and
learn more about
ourselves from others

Johari window model

Ask

1
Known
by others
open/free/public arena
area

Feedback solicitation

Known
by self

Unknown
by self

2
blind
area

Tell

Unknown
by others

hidden/facade
area

Share
d
Discov
ery

Self-discovery

Selfdisclosure/exposure

Others observation

unknown
area

Principles of Johari
window
A change in one quadrant affects other quadrants
It takes energy to hide/deny/be blind to behavior
that is involved in interaction
Trust increases awareness
Forced awareness is undesirable and usually
ineffective
The smaller the open area, the poorer the
communication

Application
Generally used for teaching and understanding:
1. How individuals communicate with themselves
and others?
2. How individuals present themselves to
themselves and to others?
3. How individuals perceive their place in the
world?

Use of Johari Window

With little consideration Johari is also useful for
multiple usage:
1. Coaching to facilitate conversations around
actions vs. perceived motivations
2. As an organizational tool to visualize the political
and cultural issues that may be in or out of sync
within business

Team Members
Established members tend to have larger open areas
than new team members
New members start with relatively small open areas
because relatively little knowledge about the new team
member is shared
Other members can help a team member expand their
open area by offering feedback
The size of the open area can also be expanded vertically
downwards into the hidden or avoided space by the
person's disclosure of information, feelings, etc. about
him/herself to the team and team members
Can help a person expand their open area into the
hidden area by asking the person about him/herself

Group Interaction in an Organization

Open
H
i
d
d
e
n

Blind
Initial phase of group interaction

Unknown

Blind
Open
Later phase of group interaction
Unknown
Hidden

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 maximizes personal growth
The desire for feedback is often off-set by the fear
of asking for such information

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

Role in Organisation
Managers and Leaders Play an important role in
facilitating feedback and disclosure among group
members, and in directly giving feedback to
individuals about their own blind areas
Also have a big responsibility to promote a
culture and expectation for open, honest,
positive, helpful, constructive, sensitive
communications, and the sharing of knowledge
throughout their organization
Encouraging the positive development of the
'open area' or 'open self' for everyone is a
fundamental aspect of effective leadership

Strengths
Easy to grasp, flexible outcomes
The method catalyses open information
sharing
The method will create a shared reference
point

Team
Which understands itself i.e., each member having a
strong mutual understanding with the team - is far
more effective than a team which does not understand
each other i.e., whose members have large hidden,
blind, and/or unknown areas
Members - and leaders - should strive to increase their
open free areas, and to reduce their blind, hidden and
unknown areas
Seeking feedback about the blind area will reduce the
blind area, and will increase the open free area
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

Unknown factors
An ability that is under-estimated or un-tried
through lack of opportunity, encouragement,
confidence or training
A natural ability or aptitude that a person doesn't
realize they possess
A fear or aversion that a person does not know
they have
An unknown illness
Repressed or subconscious feelings
Conditioned behavior or attitudes from childhood

Limitations and
drawbacks
Some things are perhaps better not
communicated (example; your mental health
problems or large scale failures)
Some people may pass on the information they
received further than you desire or use it in a
negative way
Some cultures have a very open and accepting
approach to feedback. Others dont
Exercise caution
Some people take personal feedback offensively

Use of Johari window

The more we understand human behavior in
others and specially ourselves, the better
equipped we are to manage our emotions as
well as become more authentic to others
We are better armed to deal wit differences,
conflicts and problems

 The importance of learning about ourselves is

critical to our success in the world
It is also critical to reach our goals, becoming
independent, and building a bridge for the future
We need to be more open, confident and
comfortable with who we are.
Everyone is not out to get us, in fact they may
have good feedback for us if we are open to it