The Johari window is a presentation used to enhance the understanding between individuals. It is a square model that is divided into four quadrants. The first quadrant or the open area represents qualities that both a person and other people know about. They include behavior, attitude, feelings, knowledge, skills and experience amongst other human qualities. The implication of this arena in a group is that when people work together they will tend to be more productive. It is the point where effective communication and cooperation occur. It is also an area free from obstruction, confusion, mistrust, conflict and misunderstanding. A well-established team has a larger open arena than a newly established one. Managers and other group leaders can play a big role in expanding the open arena. This can be done by encouraging feedback and disclosure. Leaders can promote culture, openness, honesty communication and sharing of knowledge within an organization. Therefore, encouraging the development of open arena in an organization is a fundamental aspect that allows achieving organizations goals.
The second quadrant or the blind spot in the Johari window represents what other people know about a person, but the person himself/herself does not know. This arena reduces self-awareness of a person. It is, therefore, advisable that the blind spot is reduced by increasing the open arena. This allows increasing the self-awareness of a person. This area is, therefore, not a reproductive part of an individual, and every group member should do a lot to assist each other in decreasing the blind spot. Group leaders should promote an atmosphere of non-judgmental feedback and disclosure to reduce fear in the group, thus fostering the open arena. As some people are more resilient than others, a lot of care is required when it is necessary to get feedback from them to avoid emotional upset.
The third quadrant represents what is known to a person, but other people do not know about it. It is also known as the hidden arena. Information, feelings, sensitivities, fears, hidden agendas, secrets and anything that a person knows and does not reveal to anybody for whatever reasons fall under this class. However, most of the hidden information is not very personal; it is rather work-related and needs to be revealed and thus positioned in the open arena for the development. Through the process of disclosure, this information ought to be put in an open arena. This may be done by telling others how we feel, thus enhancing understanding, cooperation, team effectiveness and therefore increased productivity. Reducing the hidden arena also helps in avoiding misunderstandings, confusion and poor communication. Organizational culture should embrace the atmosphere of disclosing the hidden self. Most people fear to be judged, and therefore, the organization must encourage the open area to achieve this task. It should be understood that the extent to which an individual opts to disclose certain information remains his/her choice.
The fourth quadrant or the unknown area represents human qualities that are not known by neither the person himself nor other people. These can be feelings, behaviors, capabilities or aptitudes. The people who occupy the largest area are young and inexperienced or just lack self- belief. The information in this arena can be uncovered through self-discovery or by others or situations prompting the issue. Counseling can also help uncover the unknown arenas, but this would only be useful to the person alone and not a group. Managers and leaders are supposed to create an environment that can encourage self-discovery by constructing observation and feedback among members. Usually, people in an organization are thought to produce more at their potential. Self-discovery help people to boost their potential, therefore achieving more and improving the organizations performance.
The article was prepared by Emma Moore. Check out her why michigan essay .