UNDERSTANDING
INTERPERSONAL
RELATIONSHIP
CHAPTER 8
@ZURAIDAH MOHAMED ISA/UiTM KEDAH/2007
AGENDA
Purpose
What is the Johari Window
Johari Window Model
Feedback
Johari Window Panes
Behavior/Actions that Cause Panes to Move/Change Size
Reasons for Giving and Receiving Feedback
Guidelines for Giving and Receiving Feedback
What You Can Do With Feedback
Johari Window Questions
Johari Window Exercise
2
PURPOSE
Assist you, as change leaders to gain
an understanding for and appreciation
of how effective feedback and selfdisclosure can improve communication
skills.
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WHAT IS THE JOHARI
WINDOW
1. It is named after the first names of its inventors, Joseph
Luft and Harry Ingham.
2. It is a communication window for giving and receiving
information.
3. It is one of the most useful models describing the
process of human interaction.
JOHARI WINDOW MODEL
ARENA
(open/free)
BLIND SPOT
FACADE
(Hidden)
UNKNOWN
WWW. Businessballs.com/Defense Equal Opportunity Management Institute (DEOMI)
5
JOHARI WINDOW PANES
I know
group knows
aware
me
I do not know
aware
unaware
Arena
Blind spot
you
Self
Disclosure
unaware
Facade
Unknown
group does
not know
Feedback
Modular Trainers' Course - Charles Hastings Education Centre
6
2
JOHARI Window
ARENA
BLIND SPOT
Things I know
Things I do not know
Things you know
Things you know
FACADE
UNKNOWN
Things I don’t know
You don’t know I know
Things you don’t know
The Johari Window
• The goal of healthy relationships is to
maximize the "public area," where both
you and others know and understand who
you are.
• The "secret area" contains traits you
know about but are unwilling or unable to
share with others.
The Johari Window
• The "blind area" describes areas of selfdeception, like a rude person who thinks
they are motivated by a desire for
authenticity.
• The "unconscious" area represents the
part of the self that people may examine
when they try to "find themselves."
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BEHAVIORS/ACTIONS THAT CAUSE
PANES TO MOVE/CHANGE SIZE
Knowing what the panes represent will help you
understand and describe behavior/action that causes
the panes of the Johari Window to move/change size.
•Arena - Giving and soliciting feedback; self-disclosure.
•Blind spot - Soliciting and being receptive to feedback.
•Facade - Giving feedback and self-disclosure.
•Unknown - Availing yourself of and being receptive to
sharing experiences of others; learning vicariously.
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FEEDBACK
Feedback is communication to a person or group
providing information as to how their behavior is
affecting or influencing you (giving feedback).
It may also be a reaction by others as to how your
behavior is affecting or influencing them (receiving
feedback).
Feedback can be verbal or nonverbal.
HSlcw2.asx
Defense Equal Opportunity Management Institute (DEOMI)
11
Effective Feedback
A verbal or nonverbal communication
to a person or group providing information
as to how their behavior is affecting or
influencing you (giving feedback). It may
also be a reaction by others as to by
others as to how your behavior is affecting
or influencing them (receiving feedback)
4
Self-Disclosure
• Self purposefully communicated to another
person
• Criteria
–
–
–
–
–
–
–
Contain personal info about sender
Sender must communicate it verbally
Another person must be the target
Honesty
Depth
Availability of information
Sharing (context and culture)
Rewards Of Feedback and Disclosure
•
•
•
•
•
•
•
•
Satisfaction of each other’s social needs
Better group decisions
Reduction of interpersonal tensions
A magnified opportunity for personal
development
More harmonious interpersonal relationships
Better working relationships
Reduction of interpersonal conflict
The degree of conflict could be reduce
GUIDELINES FOR GIVING AND
RECEIVING FEEDBACK
 Giving Feedback
•Is the feedback being given specific rather than general?
•Is the feedback being given focused on behavior rather than
on the person? (It is important that we concentrate on what a
person does rather than on what we think or imagine he/she is.)
•Does the feedback take into account the needs of the receiver
of the feedback?
•Is the feedback directed toward behavior which the receiver
can do something about?
•Is the feedback solicited rather than imposed?
•Is the feedback sharing of information rather than giving
advice?
15
5
GUIDELINES FOR GIVING AND
RECEIVING FEEDBACK
 Giving Feedback Cont.
•Is the feedback well timed?
•Does the feedback involve the amount of information the
receiver can use rather than the amount we would like to give?
•Does feedback reflective upon the problem/issue at hand?
•Is the feedback checked to ensure clear communication?
•Is the feedback evaluative rather than judgmental?
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Guidelines for Giving Feedback
•
•
•
•
•
•
•
•
•
•
•
It is Specific rather than general
Focused on behavior
Takes into account the needs of the receiver
Directed towards behavior
Solicited
Sharing of information rather than advice
Well timed
Involves the amount of information receiver can use
Concerns what is said or done, not why
Checked for clear communication
Evaluative not Judgment
Growth
Processes
Manager solicits
feedback
Other person gives
the manager
Intermediate
Objectives for
the Manager
Ultimate
Objective for
the Manager
Expanded
Area of
Known to Self
LARGER
ARENA
Manager selfdiscloses
Other person
facilitates
manager’s
disclosure
Expanded
Area of Known
to Other
Relating Growth Processes to the Manager’s Arena
6
GUIDELINES FOR GIVING AND
RECEIVING FEEDBACK CONT.
 Receiving Feedback
•Establish a receptive atmosphere.
•State why you want feedback.
•Check what you have heard through parroting,
paraphrasing, or asking for clarification.
•Maintain an objective attitude about the feedback even if
it is about you.
•Share your reactions to the feedback, if practical.
19
WHAT YOU CAN DO
WITH FEEDBACK
 USE IT
 THINK ABOUT IT
 FORGET IT
20
JOHARI WINDOW EXERCISE CONT.
1. Which pane of the Johari window reveals information about your hair color?
__Open
__Blind
__Hidden
__Unknown
2. In a healthy relationship, both individuals disclose the same amount
of information.
__True
__False
3. Which pane of the Johari window reveals information about your
secret dreams and ambitions?
__Open
__Blind
__Hidden
__Unknown
4.
In a typical relationship, the sooner the two individuals engage in self-disclosure,
the better the relationship will be.
__True
__False
7
JOHARI WINDOW EXERCISE CONT.
I know
I do not know
group knows
group does
not know
ARENA
(open/free)
BLIND
SPOT
FACADE
(Hidden)
UNKNOWN
The Open Receptive Person (Ideal)
University of San Francisco - College of professional studies
22
JOHARI WINDOW EXERCISE CONT.
I do not know
I know
group knows
group does
not know
ARENA
(open/free)
BLIND
SPOT
FACADE
(Hidden)
UNKNOWN
The Pumper Person (Interviewer)
University of San Francisco - College of professional studies
23
JOHARI WINDOW EXERCISE CONT.
I know
I do not know
group knows
group does
not know
ARENA
(open/free)
BLIND
SPOT
FACADE
(Hidden)
UNKNOWN
The Hermit Person (Turtle)
University of San Francisco - College of professional studies
24
8
JOHARI WINDOW EXERCISE CONT.
I know
I do not know
group knows
group does
not know
ARENA
(open/free)
BLIND
SPOT
FACADE
(Hidden)
UNKNOWN
The Blabbermouth Person (Bull-In-China-Shop)
University of San Francisco - College of professional studies
25
JOHARI WINDOW EXERCISE CONT.
I know
I do not know
group knows
ARENA
(open/free)
BLIND
SPOT
group does
not know
FACADE
(Hidden)
UNKNOWN
increasing open area through feedback solicitation
University of San Francisco - College of professional studies
26
JOHARI WINDOW EXERCISE CONT.
I know
I do not know
ARENA
(open/free)
BLIND SPOT
group knows
group does
not know
FACADE
(Hidden)
UNKNOWN
new team member or member within a new team
University of San Francisco - College of professional studies
27
9
JOHARI WINDOW EXERCISE CONT.
I do not know
I know
ARENA
(open/free)
group knows
group does
not know
FACADE
(Hidden)
BLIND SPOT
UNKNOWN
established team member
University of San Francisco - College of professional studies
28
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