UNDERSTANDING

INTERPERSONAL
RELATIONSHIP

CHAPTER 8

@ZURAIDAH MOHAMED ISA/UiTM KEDAH/2007

AGENDA
Purpose
What is the Johari Window
Johari Window Model
Feedback
Johari Window Panes
Behavior/Actions that Cause Panes to Move/Change Size
Reasons for Giving and Receiving Feedback
Guidelines for Giving and Receiving Feedback
What You Can Do With Feedback
Johari Window Questions
Johari Window Exercise

PURPOSE

Assist you, as change leaders to gain

an understanding for and appreciation
of how effective feedback and self-
disclosure can improve communication
skills.

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 WHAT IS THE JOHARI
WINDOW
1. It is named after the first names of its inventors, Joseph
Luft and Harry Ingham.
2. It is a communication window for giving and receiving
information.
3. It is one of the most useful models describing the
process of human interaction.

JOHARI WINDOW MODEL

ARENA
(open/free)
BLIND SPOT

FACADE
UNKNOWN
(Hidden)

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JOHARI WINDOW PANES

I know me I do not know
aware unaware

group knows
aware Arena Blind spot

you Self
Disclosure

unaware
Facade Unknown
group does
not know

Feedback

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 JOHARI Window

ARENA BLIND SPOT

Things I know Things I do not know

Things you know Things you know

FACADE UNKNOWN

Things I don’t know

You don’t know I know
Things you don’t know

The Johari Window

• The goal of healthy relationships is to

maximize the "public area," where both
you and others know and understand who
you are.
• The "secret area" contains traits you
know about but are unwilling or unable to
share with others.

The Johari Window

• The "blind area" describes areas of self-
deception, like a rude person who thinks
they are motivated by a desire for
authenticity.
• The "unconscious" area represents the
part of the self that people may examine
when they try to "find themselves."

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 BEHAVIORS/ACTIONS THAT CAUSE
PANES TO MOVE/CHANGE SIZE
Knowing what the panes represent will help you
understand and describe behavior/action that causes
the panes of the Johari Window to move/change size.

•Arena - Giving and soliciting feedback; self-disclosure.

•Blind spot - Soliciting and being receptive to feedback.

•Facade - Giving feedback and self-disclosure.

•Unknown - Availing yourself of and being receptive to

sharing experiences of others; learning vicariously.
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FEEDBACK

Feedback is communication to a person or group

providing information as to how their behavior is
affecting or influencing you (giving feedback).

It may also be a reaction by others as to how your

behavior is affecting or influencing them (receiving
feedback).

Feedback can be verbal or nonverbal.

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Effective Feedback
A verbal or nonverbal communication
to a person or group providing information
as to how their behavior is affecting or
influencing you (giving feedback). It may
also be a reaction by others as to by
others as to how your behavior is affecting
or influencing them (receiving feedback)

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 Self-Disclosure
• Self purposefully communicated to another
person
• Criteria
– Contain personal info about sender
– Sender must communicate it verbally
– Another person must be the target
– Honesty
– Depth
– Availability of information
– Sharing (context and culture)

Rewards Of Feedback and Disclosure

• Satisfaction of each other’s social needs

• Better group decisions
• Reduction of interpersonal tensions
• A magnified opportunity for personal
development
• More harmonious interpersonal relationships
• Better working relationships
• Reduction of interpersonal conflict
• The degree of conflict could be reduce

GUIDELINES FOR GIVING AND

RECEIVING FEEDBACK
 Giving Feedback

•Is the feedback being given specific rather than general?

•Is the feedback being given focused on behavior rather than

on the person? (It is important that we concentrate on what a
person does rather than on what we think or imagine he/she is.)

•Does the feedback take into account the needs of the receiver
of the feedback?

•Is the feedback directed toward behavior which the receiver

can do something about?

•Is the feedback solicited rather than imposed?

•Is the feedback sharing of information rather than giving

advice? 15

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 GUIDELINES FOR GIVING AND
RECEIVING FEEDBACK
 Giving Feedback Cont.

•Is the feedback well timed?

•Does the feedback involve the amount of information the

receiver can use rather than the amount we would like to give?

•Does feedback reflective upon the problem/issue at hand?

•Is the feedback checked to ensure clear communication?

•Is the feedback evaluative rather than judgmental?

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Guidelines for Giving Feedback

• It is Specific rather than general
• Focused on behavior
• Takes into account the needs of the receiver
• Directed towards behavior
• Solicited
• Sharing of information rather than advice
• Well timed
• Involves the amount of information receiver can use
• Concerns what is said or done, not why
• Checked for clear communication
• Evaluative not Judgment

Growth Intermediate Ultimate

Processes Objectives for Objective for
the Manager the Manager

Manager solicits
feedback
Expanded
Area of
Other person gives Known to Self
the manager
LARGER
ARENA
Manager self-
discloses
Expanded
Area of Known
Other person to Other
facilitates
manager’s
disclosure
Relating Growth Processes to the Manager’s Arena

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 GUIDELINES FOR GIVING AND
RECEIVING FEEDBACK CONT.
 Receiving Feedback

•Establish a receptive atmosphere.

•State why you want feedback.

•Check what you have heard through parroting,

paraphrasing, or asking for clarification.

•Maintain an objective attitude about the feedback even if

it is about you.

•Share your reactions to the feedback, if practical.

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WHAT YOU CAN DO

WITH FEEDBACK

 USE IT

 THINK ABOUT IT

 FORGET IT 20

JOHARI WINDOW EXERCISE CONT.

1. Which pane of the Johari window reveals information about your hair color?
__Open
__Blind
__Hidden
__Unknown

2. In a healthy relationship, both individuals disclose the same amount

of information.
__True
__False

3. Which pane of the Johari window reveals information about your

secret dreams and ambitions?
__Open
__Blind
__Hidden
__Unknown

4. In a typical relationship, the sooner the two individuals engage in self-disclosure,

the better the relationship will be.
__True
__False

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 JOHARI WINDOW EXERCISE CONT.
I know I do not know

ARENA BLIND
group knows
(open/free) SPOT

group does FACADE UNKNOWN

not know
(Hidden)

The Open Receptive Person (Ideal)

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JOHARI WINDOW EXERCISE CONT.

I know I do not know

ARENA BLIND
group knows (open/free) SPOT

group does
not know
FACADE UNKNOWN
(Hidden)

The Pumper Person (Interviewer)

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JOHARI WINDOW EXERCISE CONT.

I know I do not know

ARENA BLIND
group knows (open/free) SPOT

group does FACADE UNKNOWN

not know
(Hidden)

The Hermit Person (Turtle)

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 JOHARI WINDOW EXERCISE CONT.
I know I do not know

ARENA BLIND
group knows (open/free) SPOT

group does
not know FACADE UNKNOWN
(Hidden)

The Blabbermouth Person (Bull-In-China-Shop)

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JOHARI WINDOW EXERCISE CONT.

I know I do not know

ARENA BLIND
group knows
(open/free) SPOT

group does FACADE UNKNOWN

not know
(Hidden)

increasing open area through feedback solicitation

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JOHARI WINDOW EXERCISE CONT.

I know I do not know

ARENA BLIND SPOT

(open/free)
group knows

group does FACADE UNKNOWN

not know
(Hidden)

new team member or member within a new team

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 JOHARI WINDOW EXERCISE CONT.
I know I do not know
ARENA
(open/free) BLIND SPOT
group knows

group does FACADE UNKNOWN

not know
(Hidden)

established team member

University of San Francisco - College of professional studies

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