Johari Window
Introduction
The Johari Window, named after the first names of its inventors, Joseph Luft and Harry
Ingham, is one of the most useful models describing the process of human interaction.
A four paned "window," as illustrated below, 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.
Known to Self
Known
1
to Others
Not
Known
to Others
3
Not Known to
Self
OPEN
BLIND
HIDDEN
UNKNOWN
2
4
In this model, each person is represented by their own window.
1. The "open" quadrant represents things that both you know about yourself, and that
people know about you. For example, you know your name, and so do your
colleagues and friends. Most will know some of your interests and family
information. The knowledge that the window represents, can include not only factual
information, but feelings, motives, behaviours, wants, needs and desires... indeed,
any information describing who you are. When you first meet a new person, the size
of the opening of this first quadrant is not very large, since there has been little time
to exchange information. As the process of getting to know one another continues,
the window shades move down or to the right, placing more information into the
open window, as described below.
2. The "blind" quadrant represents things that others know about you, but that you are
unaware of. So, for example, you could be eating at a restaurant, and may have
unknowingly gotten some food onto your face. This information is in the blind
quadrant because others can see it, but you cannot. If you are told that you have
something on your face, then the window shade moves to the right, enlarging the
open quadrant's area. Now, you may also have blindspots with respect to many
other much more complex things. For example, perhaps during conversations with a
colleague you may notice that eye contact seems to be lacking. You may not say
anything, since you may not want to embarrass the person but you may still draw
your own inferences that perhaps the person is being insincere. Then the problem is,
how to get this information out in the open, since it may be affecting the level of trust
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that is developing between people? How can you learn more about yourself?
Unfortunately, there is no readily available answer. You may notice a slight
hesitation on the part of a colleague and perhaps this may lead to a question.
Developing trust is clearly important.
3. The "hidden" quadrant represents things that you know about yourself, that others
do not know. So for example, few will know what newspapers you regularly read or
any allergies you may have - unless you have specifically discussed these issues.
This information is in your "hidden" quadrant. As soon as you state that you are
allergic to peanuts you are pulling the window shade down, moving the information
in your hidden quadrant and enlarging the open quadrant's area. Again, there are
vast amounts of information, virtually your whole life's story, that has yet to be
revealed to others. As you get to know and trust others, you will then feel more
comfortable disclosing more intimate details about yourself. This process is called:
"Self-disclosure”.
4. The "unknown" quadrant represents things that neither you nor others know about
you. For example, you may disclose, to a colleague, an unformed idea that you had
for your organisation and you both attempt to understand its significance, a new
awareness may emerge, known to neither of you before the conversation took place.
Being placed in new situations often reveal new information not previously known to
self or others. For example, occasionally you will meet people who were terrified of
speaking in public, but were surprised to learn that in particular situations the task
was not daunting and when placed in that situation, not only did the person perform
well but also enjoyed it. Indeed others attending may have commented that the
person was shy prior to this event. Thus, a novel situation can trigger new
awareness and personal growth. The process can also be viewed as a game, where
the open quadrant is synonymous with the win-win situation.
Much, much more has been written on the Johari window model of human interaction.
The process of enlarging the open quadrant is called self-disclosure, a give and
take process between people and those they interact with. Typically, as you share
something about yourself (moving information from the hidden quadrant into the open)
and if the other party is interested in getting to know you, they will reciprocate, by
similarly disclosing information in their hidden quadrant. Thus, an interaction between
two parties can be modelled dynamically as two active Johari windows. For example,
one may respond to your disclosure that you are allergic to peanuts by letting you know
about a new treatment for allergies - kinds of information in the hidden quadrants.
In the context of an organisation, disclosure is generally healthy. However, Anita Kelly
recently wrote that self-disclosure of personal secrets has its dangers. We are often
better off not telling secrets regarding our sexual behaviour, mental health problems or
large-scale failures. "If you give people information about yourself, you give them power
over you," she says.
Monica Lewinsky's disclosure to Linda Tripp and the ensuing scandal that enveloped
President Clinton is a case in point. Be forewarned that most secrets get passed along
to at least two more parties. People also misjudge how others respond to secrets.
Sometimes you get negative feedback. Now, if you must tell your secret to someone,
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choose that person very carefully. Choose someone whose response will give you
some insight into your problem. Unfortunately, such a person is often hard to find. So if
you cannot find anyone appropriate, consider this: that keeping secrets is healthy and
tasteful, because it is a way of managing your identity, and indicates you are secure and
have self-control. But it takes energy, because you have to be on constant guard not to
accidentally reveal something that is potentially damaging.
As ones’ level of confidence and self esteem develops, one may actively invite others to
comment on one's blind spots.
The Johari Window, essentially being a model for communication, can also reveal
difficulties in this area. In Johari terms, two people attempt to communicate via the open
quadrants. On the simplest level, difficulties may arise due to a lack of clarity in the
interaction, such as poor grammar or choice of words, unorganised thoughts, faulty
logic etc. This induces the receiver to criticise you, the sender, by revealing something
that was in your blind quadrant. Then, if the feedback works, you correct it immediately,
or perhaps on a more long term approach undertake a course of study in, say, logic and
business management.
On a deeper level, you may be in a group meeting, and while you secretly sympathise
with the minority viewpoint, you voted with the majority. However, blind to you, you
actually may be communicating this information via body language, in conflict with your
verbal message. On an even deeper level you, in an interaction with others, may always
put on a smiling, happy face, hiding all negative feelings. By withholding negative
feelings, you may be signalling to your friends to withhold also, and keep their distance.
Thus, your communication style may seem bland or distant.
Our society is constructed so that many of us get very specialised, knowing only a small
academic field very well, while being virtually ignorant of all others. This specialisation is
blinding many of us to what is happening outside our immediate sphere.
Principles of Change Within The Johari Window
1.
2.
3.
4.
5.
6.
7.
8.
9.
A change in any one quadrant will affect all other quadrants.
Threat tends to decrease awareness; mutual trust tends to increase awareness.
Forced awareness (exposure) is undesirable and usually ineffective.
Interpersonal learning means a change has taken place so that Quadrant I is
larger, and one or more of the other quadrants has grown smaller.
Working with others is facilitated by a large enough areas of free activity. This
means more of the resources and skills in the membership can be applied to the
task at hand.
The smaller the first quadrant, the poorer the communication.
There is universal curiosity about the unknown area; but this is held in check by
custom, social training, and by diverse fears.
Sensitivity means appreciating the covert aspects of behaviour, in Quadrants II.
III. IV. and respecting the desire of others to keep them so.
The value system of a group and its membership may be noted in the way
unknowns in the life of the group are confronted.
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10. A centipede may be perfectly happy without awareness, but after all, he restricts
himself to crawling under rocks.
In summary
•
Self-disclosure reduces the hidden area
•
Feedback reduces the blind area
•
Together they reduce the unknown area
Useful References:
Ingham, H. and Luft, J. (1955) The Johari-Window: a graphic model for interpersonal
relations Iniversity of California Western Training Lab
Luft, J. (1970, 2nd Ed.) Group processes; an introduction to group dynamics. Palo Alto,
CA: National Press Books
.Kelly, Anita E. and McKillop, Kevin J. (1996), "Consequences of Revealing Personal
Secrets." Psychological Bulletin, v120(3), pg. 450.
Davies, A., Dick, B. and Hase, S. (1999) The Johari-Window and the dark side of
organisations Southern Cross University
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