THE JOHARI WINDOW

Through a window we obtain a view of the world outside our room or apartment. We also let in
fresh air and purify the atmosphere within the room.

Through a particular window – “The Johari Window” we can get a view of ourselves as it appears
to us and as it appears to others.

If we are to increase our effectiveness and growth, it is imperative that we become aware of our
strengths and weaknesses. This is difficult, for there are some things we are not aware of till
others tell us. So, we need the help of others if we want to be aware and accordingly increase our
effectiveness. Others will tell us about ourselves only if we ask or elicit data and information
through feedback.

The concept or the model developed by two behavioural scientists, Joseph Luft and Harry
Ingham, has been successfully used in group programmes for individuals to gain a greater
understanding of themselves and accordingly increase their effectiveness and growth. This
understanding is obtained through information and data obtained through the process of giving
and receiving feedback. Graphically it presents a visual model of awareness and can be said to
have four window panes. The two columns represent aspects of self awareness and two rows
represent awareness of other people, superiors, colleagues, friends, group members. The first
column stands for things I know about myself, the second column stands for things I do not know
about myself. Likewise the upper row contain things that others know about me and the second
row “things that others do not know about me.”

This is shown in Figure 1.

Things I Know Things I don’t Know

A B

Things others Arena or Area of Blind Area

know about me Free Activity

C D
Things that
others do not Closed for Hidden Dark Area or
know about me Area Unknown Area

Figure 1

Let us examine the contents within each pane.

In the Pane A (Arena) are aspects of a person known both to self and others. It would refer to
knowledge, behaviour, feelings, and motivation. Since it is information available to both self and
others it can only be possible where there is a fairly good degree of sharing and interaction.
Hence, because of the information being available to both self and others it is referred to as the
Arena or Area of Free Activity. The first pane or quadrant is a result or consequence of openness,
honesty and frankness.

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Pane or quadrant B (Blind Area) represents behaviour, motivations not known to self but known
to others. We all know that we may have gestures, mannerisms in behaviour and speech of
which we may not be aware unless someone tells us about it. How often we have been to a
meeting and noticed someone dominate the entire group discussion and the person concerned
may not be aware that he has been attempting to run the whole show until someone had the
courage to tell him so. Sometimes this information of his domination may come to him as a total
surprise or he may be very dimly or faintly aware of this aspect of his behaviour. In fact it might
be least obvious to him. Some of us may have a facial twitch when answering questions – or
when talking to particular individual. In fact in this pane the content could include the way I say
things, the way I relate to others or other non-verbal cues I convey when I communicate. This
second pane is referred to as the Blind Spot Area. In some people or perhaps in many people
Quadrant B is larger than they think. Many teachers and professors have been surprised, at
picnics or school and college functions, when they have been mimicried by a student. They are
taken back by how they come across to their students.

Pane C (Closed area) would contain aspects of behaviour and motivation which is known or open
to self but not shared with other people. In fact, others may not be aware of information in this
area or quadrant. Perhaps for some reason which I may not even be fully aware, I may keep this
information hidden from them. My doubts, anxieties and fears are that if others knew what is the
inside of me, they may not like me or reject me. Because of this I may sometimes put on a mask.
Hence this quadrant is termed as a Hidden or Avoided Area or sometimes as a Facade.

Pane D (Dark area) is the area of unknown activity where behaviour and motivation are known
neither to self nor to others. Much of this sort of behaviour is below the surface and one may
never be aware of behaviour and motivation. This area or quadrant called the “unknown “ may
contain early childhood memories or latent potentials.

Knowing the content of the four panes or quadrants, we could take steps to increase our
awareness of our strengths and weaknesses by shifting the various axes vertically or horizontally.

It is natural during the early phased of our interaction with a new superior, or on a new job, or in
a new department with new colleagues, to be very cautions and careful in dealing with others. We
may be hesitant to express ourselves, about our fears, our hopes or ambitions or our doubts and
anxieties. To the extent that we are restricted in the area of free activity we may be operating as
in Figure 2.

A B

C D

Figure 2

To make use of the Johari Window Concept for increasing awareness, one would need to
decrease the area under the Blind Spot. This is possible by graphically moving the vertical line to
the right. This would require a special effort on our part to seek or elicit feedback from others.
One would have to develop a receptive attitude as well as create or permit a relationship to exist
whereby others feel safe and comfortable to give one feedback.

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Studies have shown that where relationships among colleagues or peers, superior and
subordinates or between sections or departments of a company are of the type as in Figure 3,
you may find leading to a greater understanding , and collaboration leading to freedom of activity.
This has resulted in higher work output, creativity and individual and personal as well as
organizational growth.

How we seek feedback, how we solicit it, how open we are to receive feedback will determine the
safeness and comfortableness, others i.e., superiors, colleagues and others will feel in giving as
feedback

A B

C D

Figure 3

There are many who are insensitive to feedback given to them or do not hear what the superior
or others tell them. This may be because they are either poor listeners or respond so negatively
to feedback that others are reluctant to give them feedback.

Hence to move the vertical axis and narrow the area in the Blind spot, we need to solicit feedback
we have be prepared to take a risk by certain self- disclosure. This would broaden the area of
free activity. Some information from the Unknown Arena will move in to the Area called the Arena
through insight.

However, moving the vertical axis to the right permitting us to become aware of our blind spots is
facilitated by our corresponding action of moving the horizontal axis downwards viz. our sharing
of information hidden from others. The two processes are linked, openness to feedback and self-
disclosure.

But sharing information about ourselves, particularly about our private personal selves is not easy.
In the work situation, there is a basic fear- would I be accepted, would I retain the respect he has
for me. Perhaps, one would have to judge what is appropriate to reveal to one’s superior that
would help or contribute towards improvement in job performance. But without a certain amount
of self- disclosure it is unlikely that feedback would be forthcoming.

Effectiveness increases as awareness is enhanced. As one is “Keyed” or tuned into listening with
understanding to what others tell us about ourselves, as one seeks an actively takes steps to
solicit feed-back, one grows richer and one can utilize the human potential within oneself.

Attention to the following points increases the probability that openness will improve a
relationship rather than harm it.

1. There must be a good reason for being open. Openness must have a purpose beyond
itself. You are open because you care enough about improving a relationship to make it
worth the effort. If a certain measure of caring does not come across in your attempts to
be open, you may well be perceived as meddling, manipulative, threatening, aggressive
or even hostile.

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2. Openness is not an absolute value. It is not always possible or even desirable. It must be
put into a context of sensitive responsiveness to other. It must serve not only your needs,
but the needs of the other.

3. Openness involves risk-taking. There is always the possibility of rejection, anger, and of
being hurt. The risk is on both sides. It is important to remember that when you take a risk
and initiate openness, the other person may be running an even greater risk by being open
in return. He has many safer options; to evade, to flee, to be defensive, to attack, to be
silent. When you offer your openness, he can back off. When he accepts your openness,
you are both committed.

4. Realize that openness is sharing and that it is a contradiction to thrust openness on

another. The other has to be willing to be open with you. Otherwise, openness becomes
coercive.

5. Defenses are not all bad. We all need them from time to time. Being open should never
be an excuse to strip another of his defenses. Openness should build trust to the point
where another feels safe enough to be able to drop his defenses of his own accord.

6. Openness means facing and accepting yourself. It means owing your thoughts, feelings
and behaviour and being responsible for them, and responsible for changing them or not.

7. Openness means accepting the thoughts, feelings and behaviour of the other as facts and
letting him be responsible for them, and responsible for changing them or not.

8. The aim of openness is not to change the other, but to share an understanding of your
relationship. It helps you to know how you perceive each other’s intentions and behaviour,
and how you feel about each other’s actions. This awareness of each other should open
up new behavioural alternatives. Choice among those alternatives, the change that grows
out of openness, should be self-determined.

9. Being open is not the same as being “Personal”. Revealing a lot of personal details about
your past can be a defensive substitute for dealing with here and now behaviour, thoughts
and feelings.

10. There are a number of simple communication skills that are useful in trying to be open.
These skills can be acquired by attention and practice.

11. Giving and getting feedback plays a key role in being open. Feedback is a way of seeing
the impact on another of what you say and do. Feedback on your behavior, on how you
come across, can help you to consider some alternative ways of behaving. If it is not given
constructively, it can just encourage defensiveness or simply be destructive.