UNDERSTANDING INTERPERSONAL RELATIONSHIP CHAPTER 8

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Eric Gray
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1 UNDERSTANDING INTERPERSONAL RELATIONSHIP CHAPTER 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 2 PURPOSE Assist you, as change leaders to gain an understanding for and appreciation of how effective feedback and selfdisclosure can improve communication skills. 1

2 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 BLIND SPOT WWW. Businessballs.com/Defense Equal Opportunity Management Institute (DEOMI 5 JOHARI WINDOW PANES aware me unaware aware Arena Blind spot you Self Disclosure unaware Facade Unknown Feedback Modular Trainers' Course - Charles Hastings Education Centre 6 2

3 JOHARI Window Things Things you know You don t know BLIND SPOT Things Things you know Things I don t 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 selfdeception, 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." 3

4 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. 10 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. HSlcw2.asx Defense Equal Opportunity Management Institute (DEOMI) 11 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) 4

5 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 5

6 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? 16 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 Processes Intermediate Objectives for the Manager Ultimate Objective for the Manager Manager solicits feedback Other person gives the manager Manager selfdiscloses Other person facilitates manager s disclosure Expanded Area of Known to Self Expanded Area of Known to Other Relating Growth Processes to the Manager s Arena LARGER 6

7 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. 19 WHAT YOU CAN DO WITH FEEDBACK USE IT THINK ABOUT IT FORGET IT 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 7

8 BLIND SPOT The Open Receptive Person (Ideal) 22 BLIND SPOT The Pumper Person (Interviewer) 23 BLIND SPOT The Hermit Person (Turtle) 24 8

9 BLIND SPOT The Blabbermouth Person (Bull-In-China-Shop) 25 BLIND SPOT increasing open area through feedback solicitation 26 BLIND SPOT new team member or member within a new team 27 9

10 BLIND SPOT established team member 28 10

Understanding Self JOHARI Window. Dr G.Padmaja Centre for Health Psychology University of Hyderabad

Understanding Self JOHARI Window Dr G.Padmaja Centre for Health Psychology University of Hyderabad Understanding Self Self Concept Self Awareness Self Motivation Self in interaction with others Self Awareness