Reply to A and B with 150 words a piece
The first time I saw an example of the Johari Window Model grid, I was reminded of the Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis grid we often use on our Information Technology (IT) projects. To me, the Johari Window model is very much like a SWOT analysis focusing on a person’s self-awareness and communication in their interpersonal relationships. Just like a SWOT analysis, the Johari Window is shown as a two-by-two grid consisting of four cells. Palmer (2019) shares the history of the model, which was created by psychologists Joseph Luft and Harrington Ingham in 1955 and named by using parts of each creator’s first name.
According to Palmer (2019), many mentors and professional coaches use this tool to help people understand the basis for their work relationships and how they interact with other people in the workplace. As with many of these psychological instruments, the person must also understand themselves as part of the workplace equation and relative to their workplace group. The Johari Window grid has a person and their coworkers use adjectives listing personality traits to analyze the person’s work persona from four perspectives:
Room 1, the Open or Arena room containing traits everyone can see
Room 2, the Hidden or Facade room containing traits only the person sees
Room 3, the Blind Spot containing traits coworkers see but the person does not, and
Room 4, the Unknown room where traits no one selects about the person are placed (Palmer, 2019).
I have not used this tool but I can see how it might be useful to understand how the people you work with see you versus how you see yourself. Having a goal to expand what is in the Open square and reduce what is in the Blind Spot or the Unknown room seems useful. Titkos (2012) views the Johari Window as a Kaizen for a person’s personality, with many opportunities for development and improvement. I like this application of Kaizen to self very much! Room 2 is an interesting place to think about. Hidden personality traits are usually hidden for a reason or perhaps are not used by a person in their workplace. One hidden trait about me comes immediately to mind – I am an “off the charts” introvert by nature but appear to be a sociable extrovert at work. I always tell close friends that my extroverted mother trained me well as a puppy, so I am a socialized introvert who hides the fact that people interactions drain my energy by the end of each work day. Unless you know me well, you would never guess this was the case and you would mark me as an extrovert in the Johari Window’s Open room. Room 4 makes me smile since the unknown traits may just be a laundry list of leftover selections that do not apply to a person at work versus anything relevant to a person’s work person. I can see how it might be possible to select traits from this room and make them visible to your coworkers with positive results.
The room that interests me the most is the Blind Spot. I would love to do this personality instrument with a group of coworkers and see what they think of me that I would not choose for myself. I think it is always helpful for people to know themselves better so they can be both self-aware and self-regulating when it comes to their work interactions with other people.
According to the SIT Journal of Management, the Johari Window is a revolutionary theory which provides useful insights for improving interpersonal communication through self-awareness and understanding (Saxena, 2015). The Johari theory applies to the importance of soft skills within a professional environment. Leaders and managers alike, if applied appropriately, can produce sensitization towards effective communication. This theory promotes creativity along with collaborative learning.
The theory breaks down what an employee chooses to allow another to know and what information he or she chooses to keep privately. This theory also opens up dialogue for individuals to speak of essential unknown and known awareness collectively as a group. Each phase is detailed below:
1. Open – This phase pertains to the exchanging of information with ourselves and as well as others. As this area increases within the environment, a level of trust is created and the level of communication accuracy becomes more effective as it is shared.
2. Blind Area – In this phase, both subjects and/or peers are ignorant of behavioral recognition cues. Here, the potential of success and/or failure cannot be measured based upon internal or external boundaries. This is where we assume and perceive instead communicating and moving forward.
3. Facade – This phase introduces the concept of personal self. What the individual knows privately yet chooses not to disclose to others. This phase also could incorporate “walk the talk” meaning actions speak louder than words and those same actions can be viewed and practiced among everyone in the organization. This where we hide and avoid specific information.
4. Unknown – This phase recognizes that many individuals may not even be aware. Think of this phase as a free area or free self to learn more about yourself as an great communicator. Or measure yourself to see where your own personal blind spots are to enforce better communication measures.
T The Johari theory answers questions such as:
1. What do we truly know about the individuals around us?
2. What information do we keep to ourselves from them?
3. What do others individuals don’t know about me they should be aware of?
4. What do they know about the person, that the person should be aware of?
The goal here is learning how to work with others on a human awareness perspective. This theory reminds of a time when I was in Afghanistan. There were lots of depressed soldiers and contractors for that matter. Both working long hours and physically showing the lack rest. Yet, when the soldiers came back from mission, I made it my duty to ensure they had everything they need. That’s when I’ve personally realized that I had a deep respect for others and their work. We all depend on each other in some way. Even if it was 3 am in the morning, I felt it was a privilege to be part of exercises which supports the very act of freedom. I truly believe, one doesn’t know thyself until an internal shift of direction is required and foreseeable. It’s okay to openly communicate about how we view ourselves and how we view others. This theory can also help with self-growth I believe.