Understanding self
and others
The self



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Answers the question ‘who am I?’
Meanings attached to a person by self and
others that are based on personal
characteristics and on people’s social roles and
membership in various groups
Person can have multiple selves stemming from
a variety of identities (Self-pluralism)
Ideal/possible self
The self

Product of
 What
you are
 What society expects you to be
 What experiences you have and how you deal
with them
Self-presentation/impression
management: Revealing yourself to
others
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Self-consciousness – the process of knowing
oneself
Self monitoring - what do you present and why
Presenting your true self - makes one
vulnerable, so we prefer to act according to
social expectations, wear masks and remain
enigmas
 Assumption
of maturity and sensitivity
 Of course, sometimes even we do not know our true
selves (cf self-consciousness)
Johari window
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The most useful model to describe the process
of human interaction, more specifically of giving
and receiving feedback
Model depicts communication windows through
which feedback is given and received
Through feedback and disclosure, you can
reveal more about yourself to others and learn
more about yourself from others
Johari window model
1
Known
by others
open/free/public arena
area
Unknown
by self
Ask
Feedback solicitation
Known
by self
2
blind
area
Tell
hidden/facade
area
Unknown
by others
3
Shared
Discovery
Self-discovery
Self- disclosure/exposure
Others’ observation
unknown
area
4
Principles of change in the Johari
window
A change in one quadrant affects other
quadrants
 It takes energy to hide/deny/be blind to
behaviour that is involved in interaction
 Trust increases awareness
 Forced awareness is undesirable and
usually ineffective
 The smaller the open area, the poorer the
communication

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Interpersonal learning means a change has
taken place so the Q1 is larger and one or
more of the other quadrants also has grown
smaller.
Working with others is facilitated by a large
enough area of free activity. An increased Q1
means more of the resources and skills in the
relationships can be applied to a task.
There is universal curiosity about the Unknown
area, but is held in check by custom, social
training and diverse fears.
Sensitivity means appreciating the covert
aspect of behaviour, in quadrant 2, 3 and 4,
and respecting the desire of others to keep
them so.
Under Condition of Self Disclosure
2
1
3
4
Under Condition of Feedback
1
3
2
4
Under Condition of Self Disclosure and Feedback
1
3
2
4
http://saweb.weber.edu/elibrary/StructuredExperience/PDF/P-FB/P-FB-1.pdf
Initial phase of group interaction
Open
Blind
H
i
d
d
e
n
Unknown
Later phase of group interaction
Blind
Open
Unknown
Hidden
Feedback

Purpose of feedback
 Helps
us see ourselves as others see us
 Others learn how we see them
 In so doing, it helps us move towards our
goals

Presupposes a caring, trusting
environment
 Which
reduces defensiveness
 Which maximises personal growth

The desire for feedback is often off-set by the fear
of asking for such information
The appropriate way

Feedback should be given such that the person
receiving it
 Hears
it in the most objective, least distorted way
possible
 Understands it
 Retains the choice of using/not using it

People need to be trained to give feedback
 Should
be given such that the recipient preserves
his/her self-esteem

Indirect versus direct expression of feelings
 Indirect
is safer because it is ambiguous and offers an
escape from commitment and rejection

Description versus interpretation of behaviour
 Description
focuses on observable aspects whereas
interpretation involves attributing intention and could
be wrong

Non-evaluative versus evaluative feedback
 Non-evaluative
looks at behaviour rather than
personal worth and refrains from value-judgments

Specific versus general feedback
 Specific
change
gives you an opportunity to know what to

Freedom of choice to change versus
pressure to change
 Freedom
of choice to change means that the
decision to act on the feedback is voluntary
rather than imposed

Immediate versus delayed timing
 Immediate
feedback is most effective since
memory is vivid

External versus group feedback
 Contingent

on circumstances
Solicited versus imposed feedback
 Solicited
is more useful since recipient is open

Modifiable versus unmodifiable behaviour
 Conscious

desire to change is critical
Motivation to help versus motivation to
hurt
 Displacement
and projection precipitate harm
and conflict
Data-based versus impressionistic
 Positive and negative versus completely
negative
 Suggestive versus prescriptive
 Constructive versus destructive

Receiving feedback
Elicit versus wait
 Listening and self-analysis versus denial
and rationalisation
 Clarifying versus assuming

References
Assigned course readings
 http://www.noogenesis.com/game_theory/
johari/johari_window.html for Johari window

Benefits of knowing oneself

Self-awareness promotes personal
growth, which in turn enhances overall
functioning (including work performance)
Self-consciousness: The process of
knowing oneself
Existentialist orientation coupled with
personal courage and conviction
 Conducive socio-cultural environment
 Living comfortably with complexity and
contradiction
 Willingness and ability to change
 Time and energy for introspection

Johari Window: The Open-Receptive Person
Known To Self
Unknown To Self
Known To Others
Open/Public
Blind Spot
Hidden/Facade Area
Unknown
Unknown To Others
The open-receptive person has a large public area, reflecting someone who is open about
him/herself and receptive to feedback from others. This is the person who has a clear self-image
and enough confidence in who he/she is to be visible to others. If in a management role, the openreceptive person has employees who tend to feel respected and encouraged to grow.
Johari Window: The Pumper
Known To Self
Known To Others
Unknown To Self
Open/Public
Blind Spot
Hidden/Facade Area
Unknown
Unknown To Others
The pumper has a large hidden area, reflecting someone who keeps information with him/herself.
This is a person who is always asking for information and giving little in return – the game player. If
the pumper is in a management role, employees tend to feel defensive with and resentful of this
individual.
Johari Window: The Blabbermouth
Known To Self
Unknown To Self
Known To Others
Open/
Public
Blind Spot
Hidden/
Facade
Area
Unknown
Unknown To Others
The blabbermouth has a large blind area, reflecting someone who talks a lot but does not listen too
well. This is the person who is pre-occupied with him/herself and doesn't know when to keep quiet.
If the blabbermouth is in a management role, employees tend to get annoyed with this person and
eventually will either actively or passively learn to shut him/her up.
Johari Window: The Hermit
Known To Self
Known To Others
Unknown To Others
Unknown To Self
Open/
Public
Blind Spot
Hidden/
Facade
Area
Unknown
The hermit has a large unknown area, reflecting a lack of self-knowledge and understanding. This
is a person you can’t figure out. The hermit’s behaviour tends to be unpredictable and securityoriented. If in a management role, employees tend to feel insecure and confused about
expectations.