Description
The PPT that understand the importance of Johari Window.
Johari Window
“To see ourselves as others see us” “To let others know how we see them”
Fundas
•
•
-
An element of mystery in every conversation: We are not only different, one from another, but every person knows something which no one else knows Each of us lacks awareness of certain aspects of our own behaviour or feelings which others can clearly see. The risks and rewards of predictable and unpredictable dialogue helps us to create meaning in our lives. There is a better chance for us to learn about our blind spots when we are with a person who can accept us the way we are. As trust increases, we can afford the risks involved in being a bit more spontaneous and open
Fundas
•
-
•
• • •
In a new group the open area is small; there is not much trust, people do not know each other: As the group develops and matures, the Open area grows in size Participants feel freer to accept themselves and to be a bit more spontaneous As a sense of safety increases, people take more risks, draw out their masks Conflicts inevitably develops with increased openness and spontaneity, and the group may be enriched as real feelings and differences are confronted and dealt with The smaller the Open quadrant the poorer the communication There is curiosity about the unknown area, but this is kept in check by custom, social training and fears. “Minds are like parachutes, they only function when they are open”
Arena
•
• • •
I know about myself and the group knows about me Free and open exchange of information between self and others Behaviour is public and available to all Arena increases when trust increases between self and others; relevant information is shared
Blind Spot
•
•
Others know something that I do not know I communicate information which I am not aware but others are
Facade
•
• • •
I keep information hidden from others I do not see supportive elements in the group I assume people will react negatively when I reveal my feelings Façade: Personal + Private ? share personal areas to build relationships and grow
Unknown
•
• •
Neither self or group know me Some material deep below will never be understood Feedback (counseling) may reveal some material under the surface
To open the OPEN area:
•
• • •
-
I can learn more about my Blind area I can expose and share my Façade area I can explore my unknown area To have all about me available to myself, I need your data about me: Your experience of me is part of my definition You hold part of my truth, part of the reality of me I need your data to know myself more completely. The more data I give you, the more of me you can share with me
One goal: Decrease Blind Spot
•
• •
Get feedback from the group Be receptive to feedback from others Actively solicit feedback; make others comfortable giving you feedback
Another Goal: Decrease Facade
•
• •
Give feedback on own reaction on the group and in self Disclose in terms of perceptions, feelings and opinions about self and others Group knows where I stand on issues; need not guess or interpret behaviour
By doing the above two we increase the size of the arena
Ideal window: Big Arena
•
• • • •
Level of trust in the group increases Behaviour above board and open to others Less tendency for others to interpret or misinterpret or project some personal meaning to your behaviour Very little guess work needed to understand what the other person is trying to do or communicate Large arena is not important to everybody; casual acquaintance, strangers
Interviewer: Large Facade
Ask questions from the group, but does not give feedback, information • Wants to know where other people stand before committing to the issue • Since he does not commit to the group, difficult to know where he stands on the issue • This style could evoke reactions of irritation, distrust, withholding
•
Bull in a china shop: Large Blind Spot
•
• • • • • •
Maintains interaction by giving feedback but solicits none Tell groups what he thinks and feels about various issues May be insensitive to what the group tells, or does not hear them Maybe a poor listener; lack of response may lead to no feedback given to him Will not know how he comes across to people and how he impacts on them Since he does not receive feedback, his responses are not appropriate – he persists in behaving ineffectively Due to lack of feedback, does not know what to change
Turtle: Large Unknown
A silent member in a group who neither gives or asks for feedback • Mystery man in the group; does not know where he stands on issues • Gets very little feedback as they do not provide data to the group on which they can react • “Turtle”: his shell keeps people from getting in and him from getting out
•
Opening the Window
•
• • •
•
The model offers a lifelong process by which we can continually grow and develop ourselves and enhance our relationships with others As I share myself with you and you with me – our perceptions, fantasies, and private thoughts – we decrease our hidden areas (Facade). As we share our observations and reaction to each other’s disclosures, we help each other decrease our Blind area. By modeling the behaviour of disclosure, I also make it easier for you to disclose and so I help you enlarge your Open area and decrease your Blind and Façade areas. Exploring the Unknown area requires doing new and untried things, using untapped talents, skills, examining dreams and paying attention to what stimulates us.
Learning from the Johari Window
•
• •
Bringing enhanced self-awareness, my true self and my potential abilities into the Open area to give, learn from, explore and interact with others is the life lesson of the Johari Window When we share ourselves with others we grow. When two people meet, it offers a double opportunity: to develop our awareness of each other and to develop our awareness of ourselves.
Conclusion
•
• • • •
Goal of soliciting feedback and self disclosure or giving feedback is to move the information from the Blind Spot and the Façade to the Arena where it is available to everyone Also new information can move from the Unknown to the arena A “aha” experience when a person perceives relationship between the hereand-now transaction in the group and some pervious event: insight Giving good feedback requires practice in developing sensitivity to other people’s needs and being able to put oneself in other’s shoes Basic philosophy: individual should be accepting of self and others
doc_732387872.ppt
The PPT that understand the importance of Johari Window.
Johari Window
“To see ourselves as others see us” “To let others know how we see them”
Fundas
•
•
-
An element of mystery in every conversation: We are not only different, one from another, but every person knows something which no one else knows Each of us lacks awareness of certain aspects of our own behaviour or feelings which others can clearly see. The risks and rewards of predictable and unpredictable dialogue helps us to create meaning in our lives. There is a better chance for us to learn about our blind spots when we are with a person who can accept us the way we are. As trust increases, we can afford the risks involved in being a bit more spontaneous and open
Fundas
•
-
•
• • •
In a new group the open area is small; there is not much trust, people do not know each other: As the group develops and matures, the Open area grows in size Participants feel freer to accept themselves and to be a bit more spontaneous As a sense of safety increases, people take more risks, draw out their masks Conflicts inevitably develops with increased openness and spontaneity, and the group may be enriched as real feelings and differences are confronted and dealt with The smaller the Open quadrant the poorer the communication There is curiosity about the unknown area, but this is kept in check by custom, social training and fears. “Minds are like parachutes, they only function when they are open”
Arena
•
• • •
I know about myself and the group knows about me Free and open exchange of information between self and others Behaviour is public and available to all Arena increases when trust increases between self and others; relevant information is shared
Blind Spot
•
•
Others know something that I do not know I communicate information which I am not aware but others are
Facade
•
• • •
I keep information hidden from others I do not see supportive elements in the group I assume people will react negatively when I reveal my feelings Façade: Personal + Private ? share personal areas to build relationships and grow
Unknown
•
• •
Neither self or group know me Some material deep below will never be understood Feedback (counseling) may reveal some material under the surface
To open the OPEN area:
•
• • •
-
I can learn more about my Blind area I can expose and share my Façade area I can explore my unknown area To have all about me available to myself, I need your data about me: Your experience of me is part of my definition You hold part of my truth, part of the reality of me I need your data to know myself more completely. The more data I give you, the more of me you can share with me
One goal: Decrease Blind Spot
•
• •
Get feedback from the group Be receptive to feedback from others Actively solicit feedback; make others comfortable giving you feedback
Another Goal: Decrease Facade
•
• •
Give feedback on own reaction on the group and in self Disclose in terms of perceptions, feelings and opinions about self and others Group knows where I stand on issues; need not guess or interpret behaviour
By doing the above two we increase the size of the arena
Ideal window: Big Arena
•
• • • •
Level of trust in the group increases Behaviour above board and open to others Less tendency for others to interpret or misinterpret or project some personal meaning to your behaviour Very little guess work needed to understand what the other person is trying to do or communicate Large arena is not important to everybody; casual acquaintance, strangers
Interviewer: Large Facade
Ask questions from the group, but does not give feedback, information • Wants to know where other people stand before committing to the issue • Since he does not commit to the group, difficult to know where he stands on the issue • This style could evoke reactions of irritation, distrust, withholding
•
Bull in a china shop: Large Blind Spot
•
• • • • • •
Maintains interaction by giving feedback but solicits none Tell groups what he thinks and feels about various issues May be insensitive to what the group tells, or does not hear them Maybe a poor listener; lack of response may lead to no feedback given to him Will not know how he comes across to people and how he impacts on them Since he does not receive feedback, his responses are not appropriate – he persists in behaving ineffectively Due to lack of feedback, does not know what to change
Turtle: Large Unknown
A silent member in a group who neither gives or asks for feedback • Mystery man in the group; does not know where he stands on issues • Gets very little feedback as they do not provide data to the group on which they can react • “Turtle”: his shell keeps people from getting in and him from getting out
•
Opening the Window
•
• • •
•
The model offers a lifelong process by which we can continually grow and develop ourselves and enhance our relationships with others As I share myself with you and you with me – our perceptions, fantasies, and private thoughts – we decrease our hidden areas (Facade). As we share our observations and reaction to each other’s disclosures, we help each other decrease our Blind area. By modeling the behaviour of disclosure, I also make it easier for you to disclose and so I help you enlarge your Open area and decrease your Blind and Façade areas. Exploring the Unknown area requires doing new and untried things, using untapped talents, skills, examining dreams and paying attention to what stimulates us.
Learning from the Johari Window
•
• •
Bringing enhanced self-awareness, my true self and my potential abilities into the Open area to give, learn from, explore and interact with others is the life lesson of the Johari Window When we share ourselves with others we grow. When two people meet, it offers a double opportunity: to develop our awareness of each other and to develop our awareness of ourselves.
Conclusion
•
• • • •
Goal of soliciting feedback and self disclosure or giving feedback is to move the information from the Blind Spot and the Façade to the Arena where it is available to everyone Also new information can move from the Unknown to the arena A “aha” experience when a person perceives relationship between the hereand-now transaction in the group and some pervious event: insight Giving good feedback requires practice in developing sensitivity to other people’s needs and being able to put oneself in other’s shoes Basic philosophy: individual should be accepting of self and others
doc_732387872.ppt