Reflection 40 of 52: Can you see through the Johari Window?
October 06, 2014
I met a change management consultant recently who created a board game called “Know me”. The game, used as a teaching tool, allows people to get to know each other on a deeper level in a safe and entertaining way. He said it was based on the Johari Window. I was fascinated by the game and the concept as it relates directly to good communication skills. The more we understand each other, the better we can connect. The Johari Window has been around since 1955 and was developed by American psychologists Joseph Luft and Harry Ingham. Johari comes from a combo of their first names.
The basic concept is there are
four window panes when we meet people:
- What is known by the person about him/herself and is also known by others - open area, open self, free area, free self, or 'the arena'
- What is unknown by the person about him/herself but which others know - blind area, blind self, or 'blindspot'
- What the person knows about him/herself that others do not know - hidden area, hidden self, avoided area, avoided self or 'facade'
- What is unknown by the person about him/herself and is also unknown by others - unknown area or unknown self
I think this model is especially
helpful to consider when going in to meetings or workshops. To illustrate:
When I facilitate sessions or do
training programs I am briefed on the participants and do research on their
organization or sector creating as much of an open window as possible.
Conversely, I make sure they know about me and my role as a facilitator or
trainer. Social media and online footprints allow us to open our windows from
floor to ceiling or keep them shuttered. Making the choice to open up your
window helps others open up too.
The blindspot can be how
people think others perceive them. We have seen this in groups where
individuals expect colleagues to readily support or understand decisions or new
directions. That is why we often use pre-session surveys or our anonymous
opinion meters. When people supply answers to questions without attribution,
they are candid.
That hidden self or façade
often comes out in emotional moments or as a tool to substantiate a point of
view. If someone suddenly shares a personal story or piece of their history that
demonstrates expertise, the entire mood of a room can change. I recall the
social media session where a middle aged woman admitted to being a gamer. The
rest of the executive team looked at her with shock and awe. It was a pivotal
moment and added a ton of credibility to her perspective.
The unknown area pokes out
its head at the most interesting times. This is when people surprise themselves
with a different way of thinking or accept some change they were adamantly
against.
The unknown self is so intriguing.
What do we have lurking within that can startle or amaze? I have seen people
critiqued as bad public speakers wow a room. Given the right circumstances, the
unknown self can shine a light on incredible talents and ideas.
As we enter discussions with our
colleagues at work or at home, we need to be cognizant of all these windows. During
sessions I have had people share intimate events happening in their lives as a
reason for having to leave early or to explain their mood. Some stories have
been as serious as being up all night talking a friend out of suicide to just
finding out a sibling has died. We cannot assume we know what is going on in
all the windows, all the time.
Even if you never know what
triggers people actions, you can think about the Johari window. Behind the
glass panes lay many stories.
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