Documents

Johari Model

Categories
Published
of 5
All materials on our website are shared by users. If you have any questions about copyright issues, please report us to resolve them. We are always happy to assist you.
Related Documents
Share
Description
Johari window model to assess your personality
Transcript
  Johari Window Model Joe Luft and Harry Ingham researched human personality in the 1950’s and designed a model to illustrate relationships (think interpersonal skills) in terms of aareness! ather than the Luft # Ingham model they $morphed% their first names and came up ith the $Johari% model! Luft and Ingham o&ser'ed that there are personal characteristics e as indi'iduals are open a&out and other characteristics e tend to keep hidden! hile this is not inappropriate the process of de'eloping interpersonal effecti'eness often re*uires e e+pand the area e are open a&out! ,his process only happens through communication! ,he model can &est &e understood &y e+amining it graphically! Open SelfBlind SelfHidden SelfUnknown SelfThings others know about meThings others do not know about meThings I know about myselfThings I do not know about myself  Open Self ,he -pen .elf represents those characteristics a&out me hich &oth I kno and others kno! /y hair color for instance (or in my case lack of hair to sho color)!,he Hidden .elf represents those characteristics I kno &ut hich are not knon to others! ,he hidden nature may result from a lack of familiarity (I ha'en’t knon you long enough to tell you my fa'orite mo'ie) or a lack of trust (you might think my 'oting ha&its are strange)!,he lind .elf represents those characteristics that you kno a&out me &ut that I do notkno a&out myself! ,hese range from the simple (I ha'e food stuck &eteen my teeth) to the comple+ (I ha'e an annoying mannerism that really irritates my coorkers) &ut they can greatly affect the ay others act toard me!,he 2nknon .elf represents those characteristics neither I nor others kno a&out myself! .ounds mysterious perhaps &ut has pragmatic implications! -ur dreams might &e one area of unknon self! 3nother area is ho I ill react in a ne and completely unfamiliar situation (upper management 4ust told you that you ill ha'e to donsie your department &y to indi'iduals 6 ho ill you &eha'e7)-ur course focuses on aspects of leadership so using that as our frameork let’s look at the Johari indo to see ho e can ha'e more effecti'e interpersonal relationships and communication! ork to increase the open self and decrease the hidden self  3s you de'elop a relationship ith an indi'idual the naturalresult is that you &oth kno more a&out one another! oth the$*uantity% and $*uality% of hat e kno a&out each other increases as e de'elop a relationship! ,his does notnecessarily imply our team mem&ers need to 4oin a &oling  Open Self league &ut it does suggest that e ha'e more than 4ust superficial con'ersations ith our colleagues! If you are a team or pro4ect leader or manage a group of employees your a&ility to lead employee efforts ill &e directly impacted &y your a&ility to moti'ate mem&ers and # or those ho ork for you! 8our a&ility to moti'ate indi'iduals ill &e directly related to the le'el of trust you ha'e in each other! ,he le'el of trust in your relationships is directly related to the le'el and *uality of communication you ha'e ith each other! ,ake time to kno those you ork ith and gi'e them access to your hidden self so thatthey also get to kno you 6 not inappropriately or artificially &ut genuinely in the conte+t of sharing common goals and a common ork e+perience! ork to increase the open self and decrease the &lind self If you alk out of the restroom ith your ipper don ould you ant to kno7 It might&e an em&arrassing e+change to recei'e the nes that you are e+posing yourself &ut most of us ould agree  &etter to find out sooner rather than later If you ha'e a mannerism that annoys those around you ould you ant to change it or at least minimie the occurrences7 .ome indi'iduals could care less hat others think &ut many of us do care and those ho are serious a&out anting to &e effecti'e need to de'elop the skill of recei'ing feed&ack a&out our actions!  3 good place to start is ith your spouse or longtime friend! 8ou might ask $do I ha'e any mannerisms that you think might &e annoying or distracting%: &e prepared for a poke in the eye ith a sharp stick hoe'er If you are illing to &e honest ith yourself (and your spouse or friend is illing to &e honest) and listeno&4ecti'ely you’ll pro&a&ly learn *uite a lot!If an employee you manage or on your team is &eha'ing in aay that detracts from group performance do you let themcontinue or do you gi'e them feed&ack a&out their &eha'ior7  It might depend upon the se'erity of the &eha'ior and your impression of the le'el of aareness the employee has of the &eha'ior! If you ha'e good rapport ith the indi'idual and &elie'e the indi'idual is unaare of his &eha'ior discussing the situation is almost alays a good idea! e arned the indi'idual might disagree ith your assessment and *uestion your heritage! Likeise it might take a &it of time for the realiation to take hold! If the indi'idual is mature and illing to reflect on their &eha'iorgenerally they ill &e thankful that you made them aare of this &eha'ior! ;i'ing feed&ack is an essential element of good communication!.uppose a decision you made does not result in the outcome you desired or perhaps results in detrimental une+pected outcomes! 3re those ho ork ith you or for you illing to come tell you a&out it7 Ho do you react hen someone gi'es you feed&ack a&out your &lind self7 It may take you some time to process the information and you may ant to gather other data you do not need to make a hasty 4udgment! If you are mature and illing to critically reflect on the information your coorker &rings you you ill likely &e thankful that they &rought this to your attention! ecei'ing feed&ack from employees is an essential element of good communication!,he folloing $<rinciples% ha'e &een noted regarding the Johari indo=1!,he descriptions of -pen .elf etc! can &e applied to the interactions of groups as ell as indi'iduals!>!,he smaller the -pen .elf *uadrant the poorer the communication! ?!3 change in any one *uadrant ill affect all other *uadrants! @!It takes energy to hide deny or &e &lind to &eha'ior hich is in'ol'ed in interaction! 5!,hreat (real or percei'ed) tends to decrease aareness: mutual trust tends to increase aareness! A!Borced aareness is undesira&le and usually ineffecti'e!
We Need Your Support
Thank you for visiting our website and your interest in our free products and services. We are nonprofit website to share and download documents. To the running of this website, we need your help to support us.

Thanks to everyone for your continued support.

No, Thanks