Johari Model

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Johari window model to assess your personality
  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!
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