The Johari Window Video

Video Transcript

Learn how to build good relationships with the Johari Window.

To build trusting relationships at work, you must be willing to share personal information with others. 

The Johari Window is a tool that helps you do this. The name of the tool is taken from the names of its creators – Joseph Luft and Harry Ingham.

It's shown as a box with four separate areas. There are also two axes – ask and tell.

The upper left of the box is called the Open Area. This represents information you know about yourself, as well as the things others know about you.

For instance, you might have shared your employment history with your team.

The upper right of the box is called the Blind Area. This area represents information others might see in you, but you might not see yourself.

For instance, you might have low self-confidence – others can see this, but you don't realize it.

The Hidden Area is in the lower left of the box. This is what you know about yourself, which others don't know.

This might include personal information that you want to keep from the people you work with. It can also include information that you should share if you want to build more trust with people.

The bottom right of the box is the Unknown Area. This represents the information that no one, including yourself, knows about you.

If you want to build trust with people in your team, you should aim to enlarge the Open Area. To do this, you share appropriate personal information.

You also get feedback from others, so you learn new things about yourself. This builds trust in your relationships, and promotes open communication.

However, you need to avoid disclosing personal information that could damage people's respect for you. 

Now, read the article that accompanies this video, and learn more about how you can use the Johari Window to build trust at work.

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Comments (12)
  • Over a month ago Yolande wrote
    Once again - an interesting question.

    In our expert interview, 'Leadership Blind Spots', Robert Bruce Shaw says the following:
    So part of the answer to your earlier point is having people around you who are a sounding board and will challenge you, and the other part is you put in place practices that make sure you're not going beyond what's optimal to the point of being delusional or existing with blind spots. And I give a number of examples of how to do that, but one of the significant ideas in the book is not so much that we change how we operate and how we think, but it's the situations we put ourselves and the checks and balances we put around ourselves.
    http://www.mindtools.com/community/ExpertInterviews/RobertBruceShaw.php

    I think a general agreement accepted by all to be open to input from others, will be ideal. But then we also need to establish the terms of input/feedback to that it never becomes vindictive or used as a weapon. My (very standard) reply to this is...open & honest communication.

    The creation of a 'safe space' is key to this. A space where people will know that they are free to give input, but then they also have to be gracious enough to receive input. A safe where everybody is in a mindset of learning more about self and developing better emotional intelligence (of which self-awareness is step one) - it's not a space of criticism and breaking others down.

    What suggestions can others come up with?

    Kind regards
    Yolandé
  • Over a month ago sam_dubai wrote
    Hi Everyone,

    If there is one thing that caught my attention in this article it was "Blind spots". My question is, what is the single most important step that will help create an open environment in the office which makes it suitable to accept feedback from others about our own blind spots?
  • Over a month ago dschliesser wrote
    Thanks Dianna.

    You're right. It really does take mobile workplace to a whole new level.

    I am hoping though that we're settled for the next while.

    Will definitely keep you updated

    DS
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