The Johari Window, named after its inventors Joseph Luft and Harry Ingham, is a way of learning about ourselves by comparing what we are aware of with what others perceive.
It is one of the most useful models describing the process of human interaction. It is also referred to as a disclosure/feedback model of self-awareness and by some people as an information processing tool. The Johari Window represents information such as feelings, experience, views, attitudes, skills, intentions, motivation, etc described from four perspectives.
The model can be used to represent either an individual or a group.
A four paned window divides personal awareness into four different types, as represented by its four quadrants: ‘Open’, ‘Hidden’, ‘Blind’, and ‘Unknown’. The lines dividing the four panes are like window shades, which can move as an interaction progresses.
It is used primarily in self-help groups and corporate settings as a heuristic exercise to help people better understand their interpersonal communication and relationships.
The subject is asked to pick five or six adjectives from a list of 55 that they feel describe their own personality. Peers of the subjects are then given the same list, and each also picks five or six adjectives that describe the subject. These adjectives are then mapped onto a grid.
Adjectives selected by both the participants and his or her peers are placed into the ‘Open’ quadrant. This quadrant represents traits of the participant (or subject group) of which both they and their peers are aware.
Adjectives selected only by the participant, but not by any of their peers, are placed into the ‘Hidden’ quadrant, representing information about the participant of which their peers are unaware.
Adjectives that are not selected by the participant but only by their peers are placed into the ‘Blind’ quadrant. These represent information of which the participant is not aware, but others are, and they can decide whether and how to inform the individual about these “blindspots”.
Adjectives which were not selected by either the participant or their peers remain in the ‘Unknown’ quadrant, representing the participant’s behaviours or motives which were not recognized by anyone participating. This may be because they do not apply, or because there is collective ignorance of the existence of such a trait.
Coaching can take place around a discussion of the differences between the adjective selected by the individual (or the subject group) and the individual’s peers (or by other groups). The window can be redrawn to reflect the relative sizes of each pane. increasing the size of the open area by reducing the size of the blind area would normally be seen as a benefit. This can be done by the quality of feedback, and the process of disclosure.
The unknown area can also be reduced. For example: by others’ observations, which increases the blind area; by self-discovery, which increases the hidden area, or by mutual enlightenment – typically by group experiences and discussion, which increase the open area as the unknown area reduces.
Here is the list of the 55 adjectives used to describe the participant:
Able, accepting, adaptable, bold, brave, calm, caring, cheerful, clever, complex, confident, dependable, dignified, energetic, extroverted, friendly, giving, happy, helpful, idealistic, independent, ingenious, intelligent, introverted, kind, knowledgeable, logical, loving, mature, modest, nervous, observant, organised, patient, powerful, proud, quiet, reflective, relaxed, religious, responsive, searching, self assertive, self-conscious, sensible, sentimental, shy, silly, spontaneous, sympathetic, tense, trustworthy, warm, wise, witty.
Known to self
Not known to self
Known to others
Not known to others
We have been introducing new members to our team and are therefore interested in how we get to know people.
Here is a form I have devised:
Please complete this form and bring it with you. Its purpose is to form a basis for your introduction to the others.
1. Personal slogan
2. What do you bring to the party?
4. What skills/talents do you have?
5. List some key achievements in your life (be able to explain their significance)
6. What do you need?
7. What would be your BHAG (Big Hairy Audacious Goal)?
8. Describe outrageous success for you.
This was used as a stimulus for each of us introducing ourselves and then taking questions.
FTI Consulting has appointed Peter Reilly as director, corporate governance, in its strategic communications division Dublin.
Reilly joined FTI from Glass Lewis, a leading independent proxy adviser, where he led the analysis of corporate governance, executive compensation and environmental, social and governance practices of companies listed in the UK, Ireland and the nordic countries.
Reilly will partner with FTI’s corporate governance specialists across Europe and North America, extending the firm’s advisory capabilities in corporate governance, shareholder engagement and activism defence.
Let me introduce myself …
I am Richard Winfield, founder of Brefi Group and a dedicated life long learner.
I have more than 30 years experience as a management development consultant, much of it working internationally at board level.
During that time I have been helping directors and boards become more effective by clarifying goals, improving communication and applying good corporate governance.
My skill and contribution is to be able to bring structure and clarity to ideas, concepts and processes, making the complex simple.
Why I can help you now
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That’s why The Directors’ Academy has been designed in chunks of no more than 20 minutes – it can be consumed while you take a coffee break or listen in the car or on the train. And with audio, visual and print components, it appeals to all learning styles.