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The Johari Window

Building self-awareness and trust.

By the Mind Tools Content Team

Key Takeaways

• The Johari Window is a framework you and your team can use to develop better self-awareness of your conscious and unconscious biases.
• You can use it to compare what you consider to be your own strengths and weaknesses to others' perceptions of them.
• The Johari Window is split into four quadrants: the Open Area (things you know about yourself), the Blind Area (things you don't know about yourself, but others do), the Hidden Area (things you know about yourself, but keep hidden), and the Unknown Area (things that are unknown to you and to others).
• You can use the Johari Window in your organization to build trust, develop self-awareness, and improve understanding and interpersonal relationships with your colleagues.

Have you ever been part of a team whose members were all open and honest with one another?

If so, then chances are you worked extremely effectively together. You and your colleagues likely knew everyone's strengths and weaknesses, and enjoyed high levels of trust. Such a positive working environment probably helped to create a top-performing, tight-knit unit.

Teams rely on a combination of self-awareness and trust to run like a finely tuned machine. But how do you build those qualities?

In this article and in the video, below, we look at how you and your team members can use the Johari Window to develop self-awareness, trust and communication, and so grow as people and as colleagues.

Johari Window Definition

The Johari Window is a visual framework you can use to understand more about your conscious and unconscious biases. Doing this can improve your self-awareness and your understanding of others. But it can also be used as a personal development tool, and to build better workplace relationships .

The name "Johari" is a combination of the names of psychologists Joseph Luft and Harry Ingham, who created the model in 1955.

What are the Three Main Goals of the Johari Window?

The Johari Window can help you and your team in three main ways:

• By building trust with others through sharing information about yourself.
• Improving your own self-awareness by discovering what other people think about you, your strengths, and your weaknesses - and comparing this feedback to the perception you have yourself.
• Improving communication and team interpersonal relationships.

What Are the Four Quadrants of the Johari Window?

The Johari Window may look complicated (see figure 1, below), but it is actually easy to use and understand. It is split into four quadrants, each of which contains information about the things you perceive about yourself and how others perceive you.

Figure 1: The Johari Window

Adapted from " Of Human Interaction ," by Joseph Luft. © 1969. Reproduced with permission from McGraw-Hill Education.

Now, let's explore the four quadrants of the Johari Window in more detail:

1. Open Area (Quadrant 1)

The Open Area represents the things that you know about yourself and that others know about you. This includes your behavior, knowledge, skills, attitudes, and "public" history.

The ideal Johari Window (see figure 2, below) has a large Open Area. This is because, in general, the more that people know about themselves and one another, the more productive, cooperative and trusting they'll be when working together.

Figure 2: An Ideal Johari Window

2. Blind Area (Quadrant 2)

The Blind Area represents things about yourself that you aren't aware of, but that others know about you. For example, you might not realize that you're a great listener until someone points it out to you. It can also reveal deeper issues, such as feelings of incompetence or anger that you haven't faced up to, but that others sense in you.

A small Blind Area indicates that you're aware of how your behavior affects other people, whereas a large Blind Area suggests that you may be naive or even in denial about it. A large Blind Area could also mean that your colleagues are keeping what they know about you to themselves.

No one works at their best when they're "in the dark," so it's important to reduce the size of your Blind Area. You can do this by following the tips and strategies in our article, Developing Self-Awareness .

3. Hidden Area (Quadrant 3)

The Hidden Area represents things that you know about yourself, but that you keep hidden from other people.

You don't need to share all of your private thoughts and feelings with work colleagues. Naturally, you wouldn't want to reveal anything that would make you feel embarrassed or vulnerable. Withholding information is perfectly reasonable if it has no bearing on your work.

However, hiding information about yourself that is related to your work or your performance could lead to co-workers having less trust in you. So, if your Johari Window has a large Hidden Area, you could try to be more open with them. Our article, Self-Disclosure , can help you to do this.

4. Unknown Area (Quadrant 4)

The Unknown Area represents things that are unknown to you and by others. For example, you may have some dazzling untapped abilities that neither you nor anyone else knows about.

A large Unknown Area may just be a sign of youth or inexperience, but it can also mean that you need to work hard on discovering and releasing new information about yourself.

The quadrants can change size over time – and, because they are interdependent, changing the size of one quadrant will also change the size of the others. For example, telling your team about an aspect of your life that you'd always kept hidden would decrease your Hidden Area and increase your Open Area.

How to Use the Johari Window

Your ultimate goal in using the Johari Window is to enlarge your Open Area. Here's how to do it.

1. Identify Your Personal Characteristics – look at the list of characteristics in Figure 3, below. Then, choose the words that you think best describe you.

Figure 3: The 55 Adjectives of the Johari Window

Also, ask one or more of your colleagues to choose the adjectives that they feel best describe you.

Then, draw a Johari Window diagram, and fill in the quadrants as follows:

• Open Area: write the adjectives that both you and your colleagues chose.
• Hidden Area: write the adjectives that only you chose.
• Blind Area: write the adjectives that only your colleagues chose.
• Unknown Area: write the adjectives that were not chosen by any of you, but that you are prompted to consider as your self-awareness increases.

2. Define Your Goal – look at your completed Johari Window, and think about how you can increase your Open Area and reduce the other quadrants. For example, if you tend to be secretive, you may want to reduce the size of your Hidden Area. Or, if you're surprised by what your colleagues think about you, you might want to minimize your Blind Area.

3. Open Up and Ask For Feedback – to minimize your Hidden and Unknown areas, you need to reveal more about yourself. Self-disclosure is a give-and-take process of sharing information with other people. The more that you share your thoughts, feelings and opinions, the more your Open Area expands vertically and shrinks your Hidden Area, and the more people will likely trust you.

To reduce the size of your Blind or Unknown areas, you need to improve your self-awareness by seeking and accepting feedback .

This can be daunting, but finding out new things about yourself can also be empowering, and fun! When people provide feedback about you, and you are receptive to it, your Open Area expands horizontally and your Blind Area gets smaller.

If the size of your Unknown Area is a problem, look for ways to break out of your comfort zone . Taking on new challenges, testing your limits, and being open to new experiences can help you – and your colleagues – to learn more about your skills and abilities.

Frequently Asked Questions About the Johari Window

What is the johari window.

The Johari Window is a model that helps people to better understand themselves and other people. It was created by psychologists Joseph Luft and Harrington Ingham in 1955 while they were researching group dynamics. Today, it is often used by organizations to develop people's soft skills, such as collaboration, empathy, and emotional intelligence.

What are the Four Quadrants of the Johari Window?

The four quadrants of the Johari Window are:

• Open Area – things that you and others know about you.
• Blind Area – things that you don't know about yourself, but others do.
• Hidden Area – things you know about yourself, but others don't.
• Unknown Area – things that neither you nor others know about yourself.

Can the Size of the Different Quadrants Change?

Yes! The size of each quadrant can change over time. For example, if you receive feedback about yourself, the size of the blind area may decrease because you've learned things about yourself you previously may have not been aware of. Similarly, if you reveal more about yourself to others, the size of the Hidden Area may decrease because you have become more comfortable sharing things with those around you.

What Is the Johari Window used for?

The Johari Window can benefit us, personally, because it enables us to become more aware of our own strengths, weaknesses, and behaviors. It can also help to improve communication within or between teams, as well as inclusion and equality. Teams can use it to help colleagues understand more about one another and use this information to communicate and collaborate more effectively together.

What Are the Limitations of the Johari Window?

The main criticism of the Johari Window is that it invites people to share quite personal information, which not everyone may be comfortable doing. The model relies on people being open and authentic, but most people, particularly in the workplace, will act and behave in a certain way to fit in. Another criticism is that it oversimplifies human behavior by splitting it into only four categories. Despite this, the model is still viewed as a popular tool for understanding interpersonal relationships and improving self-awareness.

• You can use the Johari Window to help individual team members, or the team as a whole. Just substitute them for yourself, and involve their colleagues in the process.
• The results that you get from this exercise will differ depending on who else you involve. For example, if you work with multiple teams, one group might see you as dynamic, but the other might think you're distant.
• Feedback and disclosure can only flourish, and enable people to expand their Open Areas, in an environment with high levels of trust and a culture of honest, constructive communication. Some individuals, organizations and cultures have an open and accepting approach to feedback, but others don't. If you're using the Johari Window as a group activity, make sure that people give feedback constructively and sensitively.
• It's also important to make sure that no one feels pressured to share confidential information, or to disclose anything that makes them feel uncomfortable. Bear in mind that it may be wiser to facilitate feedback and disclosure on a safe, one-on-one basis, rather than in a group setting.
• Joseph Luft and Harry Ingham developed the Johari Window in 1955. It's a simple but powerful visual tool for developing self-awareness, and for building trust and better workplace relationships.
• The Johari Window is divided into four key quadrants: the Open Area (things you and others know about yourself), the Blind Area (things that others know about you, but you are unaware of), the Hidden Area (things you know about yourself, but others don't), and the Unknown Area (things that unknown to you and to others).
• The Johari Window allows you to build a visual picture of your personality.
• You can also use it to develop greater self-awareness and team awareness of different people's characteristics, preferences, and abilities, as well as their strengths and weaknesses. This can improve team rapport, loyalty, and understanding.
• You can create your own Johari Window by following these three steps: First, identify your personal characteristics, then define your goal, and finally, open up and ask for feedback from others.
• The more you share your thoughts, feelings, and opinions, the more your Open Area expands vertically and shrinks your Hidden Area, and the more likely people will understand, accept and trust you.

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Exploring the Johari Window model: with examples and exercises

In this article I’ll share everything you need to get started. I’ll explain the Johari Window model, share some personal examples, and provide simple Johari Window exercises.

The Johari Window is one of those models that many people are aware of, but few people use. Which is unfortunate, because it’s a simple and powerful model for guiding self-development. Let’s get started.

Whether you’re working on your own development, supporting a team, or coaching 1:1, the Johari Window model is a useful foundation for productive development planning.

The Johari Window Model explained

The Johari Window (or the Jo Hari Window) was developed by Joseph Luft and Harry Ingham . The model has been around since 1955 and ss you may have just realized, the name of the model is derived from a combination of their first names!

This four window model recognizes some essential truths.

For example, there are parts of ourselves that we keep hidden from others . This may be our deepest desires, or just hidden foibles, or just ‘stuff’ that we haven’t yet found the opportunity to share.

There are also parts of ourselves that others can see, but which we can’t see for ourselves . This can be a simple behavior such as interrupting when other people are speaking. It’s so automatic that we don’t notice it ourselves, but it’s very visible to other people. Or it could be something more profound, and can be a positive(!), such as our ability to be calm in a crisis.

And then there is our potential, unknow to both ourselves and others because that potential hasn’t yet been unleashed. Our life experiences haven’t yet revealed our ability.

The model takes all that theory, and packages it into a neat 4-window matrix that looks at what is known and unknown, to yourself and others. And then each quadrant is labeled to summarize its characteristics:

As you can see, the 4 boxes are:

• The Open Area (known by yourself, and know by others too)
• The Blind Spot (unknow by yourself, but known by others)
• The Hidden Area (known by yourself, but unknown by others)
• The Unknown (unknown by yourself, and unknown by others too)

The value of reflecting on these different ‘windows’ is that each one offers you a different approach to personal development and self discovery .

Here’s more on the four windows of the model.

A tool for personal development and self discovery

Personal development takes many different forms, the 70 / 20 / 10 model may be familiar to you, and the Johari Window provides another complementary and unique perspective.

Each window provides a different vehicle for development:

• The Open Area : ideal for personal development discussions
• The Blind Spot : creates an opportunity to seek feedback
• The Hidden Area : gives you the opportunity to share, thoughtfully
• The Unknown : offers you the opportunity to unlock your potential with fresh challenges

Take a look at my Johari Window personal examples, below.

Johari Window examples

The Johari Window can be used in a couple of different ways. In my case, I’ve used it as a model to guide my development through self-reflection and personal action.

Here are my Johari Window examples:

In the Open Area , during career and development conversations with my manager, I discuss the personal development needs that we’re both aware of. These currently include:

• Developing my confidence in engaging C-level executives
• Gaining experience of leading global projects
• Improving my workshop facilitation skills (particularly for large and complex workshops)

The Blind Spot offers the opportunity to seek feedback from coworkers, your manager, and your team. I do this on a regular basis. This helps me to:

• Build relationships with my coworkers
• Gain insights into how I can improve my performance
• Demonstrate to my manager that I’m actively managing my personal development

And if you’re asking yourself “ How can I seek feedback on a blind spot? I don’t know what I don’t know! ” remember that how you seek feedback can vary.

You can ask for feedback on specific skills, but you can also ask open questions such as “ What’s one thing I should do differently, that would really enhance my performance? “.

There’s more here on seeking feedback .

The Hidden Area has several different applications. I consider this area and decide what to share about myself when I’m:

• Delivering presentations: to make sure that I position myself correctly to achieve my presentation goals
• Greeting new colleagues: so that they quickly understand how I can support them and the value that I offer
• Building relationships: sharing more of myself with others, in a thoughtful way, helps me to build trusting and collaborative relationships

The Unknown is the fun zone! It’s all about discovering your potential through new activities. This is your opportunity to cultivate a growth mindset , create new challenges for yourself, learn and grow.

If you’re not sure what challenges to take up, look at our 30-day challenge ideas (not all growth has to be serious, you can have fun too!).

Johari Window exercises

You can use the Johari Window for personal reflection and personal development planning, as I have done.

This exercise involves reflecting and acting on the 4 windows within the model:

• The Open Area : what would be the most useful personal development needs for me to discuss with my manager?
• The Blind Spot : how should I seek feedback from my manager, team and coworkers?
• The Hidden Area : what more can I share with people when I’m delivering presentations, greeting new colleagues, or building trusted relationships?
• The Unknown : what new challenges should I set myself?!

You can also use the Johari Window to enable more productive 1-1 conversations and team discussions.

1-1 conversations & team discussions

Joseph Luft and Harry Ingham conceived a Johari Window exercise that involves a list of adjectives which the participants select from and place in the ‘windows’ of the model. This provides the basis for powerful discussions that fuels personal growth and team building.

There are a couple of online resources that allow you to complete your Johari Window, in collaboration with others, in a virtual environment.

Kevan.org – the interface looks clunky, but it actually works well!

Miro.com – a template from Miro, the online collaborative whiteboard platform.

Use these Johari Window exercises as I have, by reflecting and acting on each of the four windows, or to enable a 1-1 or team discussion.

It will give you a fresh and unique perspective on development opportunities!

How to Use the Johari Window to Improve Leadership

Arguably though, some of the most important skills required of leaders and managers are self-awareness and good communication. Yet these can often be the most difficult competencies to master.

In this article, we discuss the Johari window as a helpful model for building self-awareness and ultimately improving leadership. We cover the science behind the Johari window, its practical applications, and the benefits leaders and managers can expect, before signposting several resources and exercises to help you begin your journey of personal reflection and growth.

Before you continue, we thought you might like to download our three Positive Leadership Exercises for free . These detailed, science-based exercises will help you or others adopt positive leadership practices and help organizations thrive.

This Article Contains

The johari window: a definition, how does the johari window work, benefits of using the johari window concept, how to use the johari window (free pdf), challenges and recommendations for the johari window, resources from positivepsychology.com, a take-home message, frequently asked questions.

The Johari window is a model of self-awareness within interpersonal relationships developed by psychologists Luft and Ingham (1955) in the 1950s and 60s.

Originally designed as a heuristic exercise, the Johari window’s primary aims are to improve self-awareness and communication and help individuals better understand their own and others’ behavior.

Importantly, the model can relate to any type of interpersonal or group relationship (e.g., among family, friends, colleagues, leaders, and team members), and it can apply to a wide range of contexts and settings, including leadership and management training.

The model is based on the idea that interactions and relationships between individuals depend on the contributions each party makes, similar to interdependence theory (Kelley & Thibaut; 1978).

All interactions therefore require a degree of self- and other knowledge and disclosure of information between individuals. Below, we outline the Johari window matrix, which comprises four quadrants, and provide details on each.

• Arena The first quadrant of the Johari window refers to what is known to ourselves and to others. This is our visible character and can include behaviors, traits, or qualities that we are well known for.
• Blind spot The second quadrant refers to what is known to others but not known to ourselves. This is our blind spot and can include qualities or behaviors that we are unaware of.
• Facade (mask) The third quadrant refers to what is known to ourselves but not known to others. This is what we choose to conceal from others and can include qualities or behaviors that we don’t readily share with others.
• Unknown/Unconscious The last quadrant refers to what is not known to either ourselves or others. This refers to untapped potential that has yet to emerge.

Change is a key principle of the Johari window, particularly as relationships and groups do not remain static but rather evolve and shift over time. For example, the first quadrant (the arena) can increase significantly in size as more information becomes known to the self and to others.

The opposite holds true for the second quadrant (blind spot), which can decrease in size as more information becomes apparent to the self. When an individual engages in self-disclosure and reveals a hidden aspect of the self to another, the third quadrant (facade) can also diminish in size.

Uncovering and reducing the size of the fourth quadrant (unknown) is less clear and could occur via a variety of methods and activities, including deep reflection such as meditation. As such, the Johari window can be thought of as a dynamic model of possibilities, growth, and transformation .

Disclosure requires individuals to engage in self-disclosure of thoughts and feelings to a relational partner, but also to pursue disclosure facilitation in their relational partner (such that the relational partner feels safe enough to reveal their thoughts and feelings).

In the workplace, this might look like managers or leaders sharing information about themselves with their team, which can be a positive way to encourage and facilitate reciprocal sharing.

Feedback requires individuals to invite or solicit feedback from others in order to enhance self-knowledge, as well as to provide feedback to others to enhance their knowledge too.

In the workplace, this might look like managers or leaders seeking feedback from different members of their team and providing feedback to their team members in turn.

This process of giving and receiving allows individuals within any type of interpersonal relationship to identify blind spots and support each other’s personal growth.

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These detailed, science-based exercises will help you or others to adopt positive leadership practices to help individuals, teams and organizations to thrive.

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The key benefit of using the Johari window is improved self-awareness and communication, the combination of which provides an additional bonus of improved teamwork .

1. Improved self-awareness

For leaders, self-awareness is one of the most important skills to work on. It should be a muscle that you are working constantly in order to ensure you’re connected to your team and leading with humility.

Leaders with higher self-awareness tend to be more successful and achieve better outcomes, including performance metrics (Ashley & Reiter-Palmon, 2012).

Having high levels of self-awareness is especially vital in difficult conversations, and leaders should consider their behavioral patterns when preparing for such inevitable conversations.

2. Improved communication

Just as self-awareness is important for leadership, so too is communication. Self-awareness and communication enjoy a symbiotic relationship, where improvement in one often garners improvement in the other.

Leaders with good communication skills can convey messages clearly and lean into empathy, authenticity, and vulnerability when doing so. Indeed, individuals who embody this type of positive leadership style have excellent communication skills, communicating in a supportive and empowering manner (Cameron, 2008) and delivering feedback constructively (Davenport et al., 2016).

3. Improved teamwork

When managers and leaders display high levels of self-awareness and adept communication skills, the knock-on effect is often an improvement to the interpersonal and group relationships around them, including better teamwork. For example, when leaders communicate effectively, they can motivate and galvanize their team toward a shared goal, with a greater chance of success (Zaccaro et al., 2001).

As we can see, the advantages to be gained from using the Johari window can be broad and powerful, particularly for team cohesion and performance.

Below, we identify three key ways to use the Johari window to enhance self-awareness and provide a free Johari Window exercise .

• Identifying blind spots To notice their blind spots using the Johari window, individuals must seek feedback to reveal the traits and behaviors that they commonly use but are not fully aware of.
• Diminishing the facade To allow others a greater chance to know them, individuals can endeavor to reveal any hidden aspects of themselves and lean into their authentic selves. In doing so, the facade can be significantly reduced.
• Enhancing communication To boost those all-important communications skills, individuals can actively engage in empathetic listening  and other good communication practices when discussing feedback with team members and colleagues.

Check out this video for more details on how the Johari window works as an exercise.

There is real potential for the Johari window to be used as a jumping-off point for building self-awareness in new managers and leaders in organizations.

Beyond leadership specifically, the Johari window can be a helpful individual exercise for all colleagues and team members across any organization. However, there are some caveats to be mindful of when thinking about using the Johari window at work.

• Lack of coherent evidence base Despite being developed over 60 years ago, there is surprisingly little evidence of its use and benefits in organizations and leadership, and the evidence that exists is located in disparate fields.

While this urges some caution, it also shows a promising gap where more research can add serious value to organizational behavior and psychology .

• Measurement There have been some criticisms around how the Johari window is measured.

Historically, applying the Johari window involves deep introspection (i.e., an individual reflects on their own subjective experience and behaviors). However, given that the window is about self-awareness within interpersonal relationships, the lack of assessment captured by the other individual in the relationship is a considerable shortcoming.

As per the theory of interdependence in relationships (Kelley & Thibaut, 1978), each individual has a significant bearing on each other’s experiences and outcomes in any given interaction.

For instance, an individual may want to disclose (or conceal) parts of themselves to the relational partner if their needs are met (or frustrated) by said partner. Because of this, results tend to be based at the individual level, subjective, and difficult to interpret.

• Repressed information The “unknown” quadrant of the Johari window could include subconscious or repressed information, particularly from traumatic past experiences.

As such, there is the potential that actively using the Johari window could lead to an increase of discomfort or even psychological distress for individuals. If individuals do not have the resources to deal with such emerging parts of the self, this can have dire consequences.

Therefore, it is strongly recommended that individuals are provided with sufficient aftercare (this could be as coaching or therapy), and the Johari window should not be used as a substitute for proper clinical care.

• Company culture The degree to which individuals in an organization can share their authentic selves (in order to minimize the facade) is actually determined by the culture of the organization.

If the organization does not foster a culture of psychological safety , then employees will not feel able to be authentic, and so there will be a limit to the positive impact the Johari window can have.

While the Johari window is often used as an individual exercise, individuals exist within wider systems or structures of power, which can have a significant bearing on the usefulness of the Johari window.

Due to these shortcomings, individuals should be vigilant when using the Johari window. Yes, it can be an insightful exercise, but to get the most out of the exercise, it is recommended that individuals use the Johari window in conjunction with other helpful tools, practices, and exercises.

For example, if you are a new leader, completing the Johari window exercise will give you a good sign of your current communication and self-awareness skill levels.

At that point, various options are available to improve your communication skills. As a starting point, consider reading this Communication Exercises for Work article.

17 Exercises To Build Positive Leaders

Use these 17 Positive Leadership Exercises [PDF] to help others inspire, motivate, and guide employees in ways that enrich workplace performance and satisfaction. Created by Experts. 100% Science-based.

If you are interested in exercises that can boost your leadership skills in tandem with the Johari window, check out some of these excellent resources from PositivePsychology.com.

This Self-Awareness Worksheet for Adults is an excellent reflective activity to deepen self-awareness. Individuals are asked a series of questions about various aspects of the self, including strengths, weaknesses, talents, skills, what is important, what you are proud of, and what you want to achieve in life.

The exercise could be paired with this quick and easy 3-Step Mindfulness Worksheet , which invites you to take a break and be in the present moment, bringing full attention to the here and now. We know mindfulness is a foolproof way to build self-awareness and is worth serious consideration by all leaders and managers.

For more information on the contours of positive leadership and the skills required, you might find the following articles insightful. They include excellent tips on how to deliver positive feedback, positive leadership training options, and tips for effective positive reinforcement strategies in the workplace.

• Positive Leadership: 30 Must-Have Traits and Skills
• Positive Reinforcement in the Workplace
• 83 Leadership Activities, Building Games, and Exercises

If you’re looking for more science-based ways to help others develop positive leadership skills, this collection contains 17 validated positive leadership exercises . Use them to equip leaders with the skills needed to cultivate a culture of positivity and resilience.

In an ever-changing work landscape, effective leadership is more important than ever. Being proactive about building positive leadership skills is therefore vital for any emerging or established manager or leader.

Of all the skills leaders need to conquer, self-awareness remains an absolute must-have and can have a host of knock-on benefits for performance. The Johari window can be a powerful tool to aid managers and leaders in highlighting key skill areas that require more development.

Armed with this new information, leaders and individuals can look at alternatives to further build their communication and interpersonal skills.

Exercises such as active listening , mindful communication training, compassion training , and empathy training are fruitful avenues.

We hope you enjoyed reading this article. Don’t forget to download our three Positive Leadership Exercises for free .

• Known to others/known to self = arena
• Known to others/not known to self = blindspot
• Not known to others/known to self = facade
• Not known to others/not known to self = unknown
• Build self-awareness
• Improve communication
• Improve teamwork

The Johari window was developed by psychologists Joseph Luft and Harry Ingham (1955). They combined their first names to name the Johari window model.

Individuals have the capacity for personal growth if they seek feedback from others about themselves, and relationships have the capacity for growth if individuals are willing to engage in reciprocal disclosure with each other.

• Ashley, G. C., & Reiter-Palmon, R. (2012). Self-awareness and the evolution of leaders: The need for a better measure of self-awareness. Journal of Behavioral and Applied Management , 14 (1), 2–17.
• Cameron, K. S. (2008). Positive leadership: Strategies for extraordinary performance . Berrett-Koehler.
• Davenport, L. J., Allisey, A. F., Page, K. M., LaMontagne, A. D., & Reavley, N. J. (2016). How can organisations help employees thrive? The development of guidelines for promoting positive mental health at work. International Journal of Workplace Health Management , 9 (4), 411–427.
• Kelley, H. H., & Thibaut, J. W. (1978). Interpersonal relations: A theory of interdependence . Wiley.
• Luft, J., & Ingham, H. (1955). The Johari window, a graphic model of interpersonal awareness. Proceedings of the Western Training Laboratory in Group Development , 246.
• Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2001). Team leadership. The Leadership Quarterly , 12 (4), 451–483.

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• October 27, 2023
• Personal Development

The Johari Window: A Powerful Tool for Self-Awareness and Growth

Have you ever found yourself in the nerve-wracking scenario of delivering a business presentation to a room full of people? If so, you’re no stranger to the jitters and the occasional audience indifference. Little do most people realize, all the nuances of effective communication can be distilled into a remarkably simple concept.

In this blog post, we’ll delve into the Johari Window Model and its four distinct quadrants. This psychological model offers profound insights into how we can foster deeper connections through our communication.

At its core, this model revolves around the concept of self awareness, both from your perspective as the communicator and from that of your audience. It elegantly defines the “where” of information within the context of communication involving two or more individuals.

What is the Johari Window Model?

The Johari Window is a tool that helps you get to know yourself better and see how others view you. It was created by psychologists Joseph Luft and Harrington Ingham back in 1955 as part of their research on how people work together in groups. Interestingly, the name ‘Johari’ comes from a mix of their first names.

To use it, you and your colleagues pick a few words that describe you from a list. Then, you put these words on a chart with four sections. This chart looks a bit like a window with four panes, which is why it’s called the ‘Johari Window.’ Some people call it the ‘Johari House’ with four rooms.

By doing this, you can figure out which qualities both you and your colleagues agree you have, which ones they see but you might not realize, and which ones you see but they don’t. It might feel a bit vulnerable, like looking at yourself through a magnifying glass, but the Johari Window can help you:

• Understand how your co-workers see you
• Build better relationships with a shared understanding
• Approach conversations and interactions with more insight
• Work on your blind spots or any negative qualities
• Learn to accept feedback, even when it’s not easy to hear

What are the Main Goals of the Johari Window?

• Building Trust: It helps in building trust by sharing information about yourself.
• Enhancing Self-Awareness: It helps you understand yourself better by comparing your self-perception with how others see you.
• Improving Communication : It improves communication and relationships within your team or group.

What are the Johari window quadrants?

Open area (arena):.

In this quadrant, you’ll find adjectives that both you and your colleagues have chosen to describe you. It’s like the part of the window that is wide open, where you and your team see eye to eye on the qualities that define you. Ideally, this area is filled with many words, indicating a strong alignment between your self-perception and how others perceive you.

Hidden Area (Facade):

The hidden area contains adjectives that you have chosen to describe yourself but haven’t been selected by your colleagues. These words represent qualities that you see in yourself, but others might not be fully aware of. To improve communication, it’s a good idea to bring more attention to this area. For example, if you see yourself as a “listener,” but your colleagues don’t recognize this, you might want to create more opportunities for others to share their thoughts in meetings.

Blind Spot:

The blind spot consists of adjectives that your colleagues have selected to describe you, but you haven’t chosen them for yourself. These are qualities that others see in you, but you may not be aware of. If there are terms here that you’d rather not be associated with, you can work on addressing them and demonstrating the characteristics you prefer. For instance, if your colleagues describe you as “idealistic,” you might want to provide more data and evidence to support your decisions and suggestions. On the other hand, if there are terms in the blind spot that you wish to embody but feel you currently lack, use it as motivation to develop those qualities.

Unknown (Dark):

The unknown area contains adjectives that weren’t selected at all, either by you or your colleagues. These are qualities that haven’t come to light in your self-awareness or in the perceptions of others. If there are qualities here that you aspire to embody, identify them and explore ways to work on developing them further.

The Johari Window offers a valuable framework for improving self-awareness and enhancing communication within teams and relationships.

How to Use the Johari Window

Your primary objective when using the Johari Window is to expand your Open Area. Here’s how to go about it:

Step 1: Identify Your Personal Characteristics

• Take a look at the list of characteristics in Figure number 2.
• Choose the words that you believe best describe you.
• Ask one or more of your colleagues to select the adjectives they think suit you.

Create a Johari Window diagram and fill in the quadrants as follows:

• Open Area: List the adjectives chosen by both you and your colleagues.
• Hidden Area: Include the adjectives that only you chose.
• Blind Area: Include the adjectives that only your colleagues chose.
• Unknown Area: Write down adjectives that none of you chose, but that you’re prompted to consider as your self-awareness increases.

Step 2: Define Your Goal

• Review your completed Johari Window and consider how you can expand your Open Area while reducing the other quadrants.
• For example, if you tend to be secretive, you might aim to decrease the size of your Hidden Area.
• If you’re surprised by your colleagues’ perceptions of you, you can work to minimize your Blind Area.

Step 3: Open Up and Ask For Feedback

• To shrink your Hidden and Unknown areas, you’ll need to be more open about yourself.
• Self-disclosure involves sharing your thoughts, feelings, and opinions with others.
• The more you share, the more your Open Area expands upward, and your Hidden Area shrinks, which can build trust.
• To minimize your Blind and Unknown areas, actively seek and accept feedback.
• While it might seem daunting, discovering new things about yourself can be empowering and enjoyable.
• When others provide feedback, and you’re receptive to it, your Open Area grows horizontally, and your Blind Area diminishes.
• If the size of your Unknown Area is a concern, consider stepping out of your comfort zone. Taking on new challenges, pushing your limits, and being open to new experiences can help you, and those around you, discover more about your skills and abilities.

Johari window examples

Let’s take a look at a few examples, using some beloved fictional characters, to get a feel for what this exercise looks like in practice.

Hermione Granger (Harry Potter)

Luke Skywalker (Star Wars)

What are the advantages and disadvantages of using the Johari Window?

Advantages of the johari window :.

As mentioned, there are numerous positive benefits that this technique can have for both the individual and the team.

For the individual:

• It can lead to an improvement in self-awareness and personal development.
• It can enhance communication, understanding, and promote inclusion and equality within the team.
• It may also strengthen interpersonal relationships.

In turn, by better understanding the individual, the team can work with them more effectively, helping to bring out their best. This can positively impact the group dynamic, foster further team development, and improve inter-group relationships.

Disadvantages of the johari window :

A note of caution is warranted. There are potential drawbacks to using this model. One concern is that some feedback may be perceived as negative by the participant. It’s important to handle such feedback with sensitivity and avoid passing judgment on attributed qualities.

Additionally, there may be personal characteristics that participants prefer to keep private or fear might be disclosed outside the group. It’s crucial not to push participants to reveal more than they’re comfortable with, respecting their boundaries and comfort levels.

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The Johari window: a fresh take on self-reflection

Discover traits you may not see in yourself by asking your team to participate in this illuminating personality assessment.

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5-second summary

• The Johari window is an exercise that can help you have a better understanding of yourself and how others see you.
• It helps you identify what qualities both you and your colleagues agree that you possess, which ones they see but you don’t, and which ones you notice but they don’t pick up on.
• The adjectives you and your colleagues select get categorized into the Johari window’s four quadrants and then you can act upon them.

Maybe you’ve never thought of yourself as particularly persuasive. But when your team has a big idea, you’re the one they elect to pitch it. Much to your surprise, they say you have a real knack for influencing people.

It’s a departure from your own perception – but the fact that you missed it is not surprising. While most of us like to think of ourselves as self-aware , one study found that only 10-15% of people actually fit the criteria. 

The Johari window can help you and your teammates get a better grasp on your most prominent qualities – as well as the areas you can improve.

What is the Johari window?

The Johari window is an exercise that helps you gain a better understanding of yourself and how others see you. It was created by psychologists Joseph Luft and Harrington Ingham in 1955 as part of their work on group dynamics. Fun fact: “Johari” is a combination of their first names.

To use it, you’ll review a list of adjectives and choose five or six terms that best describe you. Then, you’ll have your colleagues do the same, choosing the descriptors they think fit you best. Then, you plot each list on a four-quadrant matrix.

The Johari matrix looks kind of like a window with four panes (hence the “Johari window” moniker), but some people refer to it as a “Johari house” with four rooms.

As you sort the adjectives into their appropriate quadrants, you uncover what qualities both you and your colleagues agree that you possess, which ones they see but you don’t, and which ones you notice but they don’t pick up on. 

While the whole process might make you feel a little vulnerable (taking a magnifying glass to yourself can be tough!), the Johari window will help you: 

• Understand how you’re perceived by the people you work with
• Build stronger relationships on a shared understanding and foundation 
• Approach conversations and interactions with that helpful context
• Make improvements to address blind spots or negative qualities
• Learn to accept feedback , even if it’s hard to hear

What are the Johari window quadrants?

Open area (also called the arena):.

Adjectives that were selected by both you and your team. Ideally, you’ll see lots of words here, which would indicate that you and your team are more or less aligned on what qualities best describe you.

Hidden area (also called the Facade):

Adjectives that were selected by you, but not your colleagues. Work to call more attention to these. For example, if you chose “listener” but your colleagues didn’t, you might focus on allowing more time and space for other people to chime in during meetings.

Blind spot:

Adjectives that were selected by your colleagues, but not by you. If there are terms here you don’t want associated with you, you can work to address your blind spots and demonstrate the characteristics you’d rather be associated with. For example, if your colleagues described you as “idealistic,” you might work to back up more of your decisions and suggestions with data and other evidence. But, if there are terms in the blind spot that you do want to be associated with that you don’t feel you currently possess, that can be great encouragement to you to continue growing in those areas.

Unknown (also called the Dark):

Adjectives that weren’t selected at all. If there are qualities here you’d like to exemplify, identify them and figure out how you can work toward them.

Johari window exercise: how to use this tool yourself

Know thyself: how self-awareness helps you at work

Want to give the Johari window a try on your own team? Follow these four steps. 

1. Grab your adjective list

You’ll need to start with a list of adjectives for you and your colleagues to pull from. Here’s a long list of descriptors you can share with your team. 

2. Choose adjectives to describe yourself

Review the list and select five or six adjectives that you think best describe you. Keep them to yourself for now and focus specifically on qualities that you think you embody most in a work setting (rather than your personal life).

3. Have colleagues select adjectives

Next, your colleagues get a chance to privately select an equal number of adjectives that they think most accurately characterize you. Depending on the size of your team, you could approach this one of two ways:

• Have your coworkers collaborate to decide on adjectives together. They’ll have to achieve a consensus, but it’ll give you fewer data points to wade through and categorize.
• Have each of your coworkers select adjectives individually. It may result in a large list, but will also give you a more detailed picture of how you’re perceived.

4. Sort adjectives into the correct quadrants 

Now that you and your coworkers have your selected adjectives ready to go, it’s time for the big reveal. Draw the Johari window on a surface that’s visible to all of you, whether it’s a real whiteboard or a virtual one. 

Next, review your list of adjectives alongside the descriptors that your colleagues selected. Start by looking for the ones that overlap and jot those down in the open area. Next, put the ones that your coworkers chose but you didn’t in your blind spot…and so forth. Keep working your way through all the adjectives. 

Once your descriptors are categorized appropriately, you can start a candid discussion about why certain traits landed where they did. Repeat the exercise with each teammate so everyone can benefit from insight into how they present themselves at work.

Johari window examples

What can leaders learn from pop culture’s most beloved coaches?

Let’s take a look at a few examples, using some beloved fictional characters, to get a feel for what this exercise looks like in practice.

James Bond 

007 is known for his charm, cunning, and risky behavior. Here’s what his Johari window might end up looking like:

Potential takeaway: James is surprised to hear that he’s coming off as impulsive to his team at MI6. He puts a lot of thought and strategy into the decisions he makes, but apparently that isn’t obvious to his colleagues. Moving forward, he’ll try to give more visibility into his decision-making processes so his teammates don’t think he’s always flying by the seat of his pants. 

Leslie Knope

She’s the unstoppable force that drives the Pawnee Department of Parks and Recreation – and she’s notorious for her relentless energy and can-do attitude. Here’s what her Johari window might end up looking like: 

Potential takeaway: Leslie knew she was passionate and strong-willed, but she had no idea that might be translating as domineering to her colleagues. She’s going to be more mindful about hearing other people’s opinions and giving them a chance to speak. 

Michael Scott

To be fair, the simultaneously self-important-yet-lovable Regional Manager of Dunder Mifflin would probably apply every single positive adjective to himself. But if he could put his lack of modesty aside, here’s what his Johari window could look like: 

Potential takeaway: Michael is shocked to hear that is ingenuity isn’t coming through to the rest of his team. He’s going to use this opportunity to be more vocal about all the “golden ticket” ideas he has up his sleeve. 

Look through the window and learn about yourself

Even if your team members know each other well, the Johari window will likely reveal a few surprises. 

The information you discover won’t just be personally enlightening – it will help you make improvements and ultimately connect with your coworkers on a deeper level. 

Plus, you’re the perfect candidate to get your team members on board with this bonding activity . You’re the persuasive one, after all. 

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How to Use the Johari Window for Better Self-Awareness & Relationships

The Johari window is a simple yet powerful framework for understanding yourself better and improving your relationships with others. By shedding light on your hidden strengths and blindspots, it provides actionable insights to build self-awareness and mutual understanding.

In this comprehensive guide, you’ll learn:

With practical examples and expert tips, you’ll be able to use the Johari window to uncover your full potential and connect better with people.

What is the Johari Window?

The Johari window is a communication model created in 1955 by American psychologists Joseph Luft and Harrington Ingham. It’s a simple framework to represent our self-awareness and understanding of others.

The name “Johari” combines the first names of its creators – Joe and Harry. “Window” refers to the window or lens we can use to better understand ourselves and others.

Johari window with four panes – open, hidden, blind, unknown. Image source: MindTools

The Johari window represents information in a two-by-two grid with four quadrants or “panes”:

Open area: Known to self and others

Hidden area: Known only to self

Blind area: Known only to others

Unknown area: Not known to self or others

So what does each quadrant really mean?

The open pane covers things we know about ourselves and openly share with others. For example, your name, your field of work, your qualifications, values, and passions.

The hidden pane refers to our private thoughts, feelings, and past experiences known only to us. For instance, a childhood memory, secret fears or ambitions, and subjective viewpoints.

The blind pane covers things others can see in us but we cannot. For example, the impact of our behavior on others, the potential we’re unaware of, or weaknesses we don’t recognize.

Finally, the unknown pane refers to undiscovered talents, traits, and areas of growth neither we nor others are aware of currently.

The size of each pane represents our level of self-awareness and understanding by others. The ultimate aim is to expand the open area by unveiling the hidden, blind, and unknown areas.

Let’s understand the logic behind this four-fold model of awareness.

Why the Johari Window Works

The Johari window gives a nuanced insight into self-awareness and mutual understanding. By dividing awareness into distinct zones, it helps us reflect on what we reveal, conceal, realize, and have yet to discover about ourselves.

Some key strengths of this elegant yet profound model are:

Highlights Common Communication Gaps

The hidden and blind zones depict gaps between our self-perception versus how others see us. The Johari window clearly highlights potential disconnects or mismatches in communications.

For instance, you may think you are open-minded and a good listener. But your colleagues may see you as opinionated and self-absorbed based on your blind spots.

Encourages Reflection and Feedback

The four windows motivate self-reflection and feedback to uncover hidden strengths, overcome blind weaknesses, and expand the open area.

For example, asking for feedback on your presentation skills can help you become aware of mannerisms that distract your audience.

Applicable to Individuals and Relationships

The Johari window applies both to understanding yourself better as an individual and improving mutual understanding in relationships.

Whether it’s your spouse, friend, colleague, or neighbor, the framework builds intimacy by opening up hidden and blind areas between you.

Flexible and Responsive Process

Unlike a fixed personality test, the Johari window is dynamic. The panes can expand or shrink based on self-discovery, feedback exchange, and life experiences.

For instance, a traumatic event may open up previously buried emotions. Mentoring others may uncover latent talents.

This built-in flexibility makes the Johari window relevant across diverse contexts and stages of life.

Universal and Intuitive

While created by psychologists, the Johari window is simple enough for anyone to understand and apply. The visual square lends itself to easy explanation and memorization.

The metaphor of “window panes” is apt as self-awareness involves both transparency and reflection to see clearly.

Now that you understand the meaning and benefits of the Johari window, let’s look at practical steps to apply it.

How to Use the Johari Window: A 4-Step Process

Using the Johari window involves a reflective 4 step approach:

Step 1: Map Your Current Johari Window

Start by mentally mapping out what currently falls in each of the four panes:

• Open:  What facts and feelings about yourself do you openly share with others?
• Hidden:  What are you aware of but don’t reveal to others? For example, fears, embarrassing memories, negative traits, and secrets.
• Blind: What feedback have you received from others that highlighted your blind spots? For instance, “You interrupt people a lot” or “You’re too harsh when giving feedback.”
• Unknown: What current skills, aptitudes, or experiences are you unaware of? Look back at major surprises, successes, and pivotal moments in your life.

Be honest with yourself as you map the four quadrants based on your life experiences so far. Having this baseline will help track your Johari window shifts later.

Step 2: Identify Areas to Open Up

Review your current Johari window map and reflect on:

• Quadrant(s) you’d like to expand?
• Information you are willing to move from hidden to open?
• Blindspots you want feedback on to uncover?
• New environments or skills to uncover unknown potential?

Expanding the open area involves sharing hidden feelings, motivations or past experiences that explain your perspectives. Seeking feedback to address blindspots also enlarges the open pane.

For example, you may share with a colleague how growing up short heightened your sensitivity to appearance-based judgments. Or request candid input on how patient you are in meetings.

Use your discretion on what to reveal or conceal depending on the type of relationship. But strive to gradually increase transparency.

Step 3: Request Feedback from Others

Now comes the most important and challenging part – asking others for feedback to uncover your blind spots and unknown areas.

Who to ask: Trusted friends and family who know you well and will be honest yet kind. Colleagues or mentors who observe your behavior in different settings than family.

What to ask: Make the feedback discussion clear and structured by preparing specific questions on aspects you want input on. For example:

• “What are my strengths that you think I’m unaware of?”
• “Do I interrupt you when we discuss heated topics?”
• “What advice do you have for me to improve as a public speaker?”
• “Have you noticed any recurring patterns in my work style or relationships?”

How to ask: Have an informal two-way dialogue where you also provide feedback. Mutual exchange builds trust and openness. Set a positive tone by expressing appreciation for their time and thought.

Listen without justifying or rejecting the feedback. Take notes and reflect afterward on patterns.

Step 4: Incorporate Learning and Grow

The Johari window gives insights but you have to do the work of applying them. Once you’ve received feedback, avoid shooting the messenger. Instead:

• Review:  Look for agreement and differences between self-assessment and external feedback.
• Discuss:  Have a frank but caring chat with the person to better understand their perspectives.
• Reflect:  Carefully process and internalize constructive feedback, even if it’s hard to hear initially. Look for recurring themes across different sources.
• Implement:  Turn insights into action items. For example, if there is consistent feedback that you lack empathy, consciously listen more and reserve judgment.
• Show change:  Modify your behaviors and demonstrate to the feedback giver that you’ve taken steps based on their input.
• Thank:  Express genuine gratitude to the person for taking the time and care. Mutual goodwill strengthens your bond.

With sustained effort, you can expand your awareness and abilities. The Johari window is a lifelong process.

Johari Window’s 4 Panes: Characteristics and Tips

Now that you know the overall process, let’s dive deeper into the nuances of each quadrant and how to leverage them.

Open Area Window

This represents aspects openly known to you and others. To expand this window of clear communication:

• Reveal interests:  Share more about your likes, passions, and hobbies. This builds rapport through common interests.
• Be descriptive: Instead of saying you’re fine, give specifics on your energy, mood, or health. For example, “I’m feeling sluggish since I slept late last night.”
• Express appreciation:  Give genuine praise for qualities and actions you admire in the person. Appreciation fosters mutual goodwill.
• Admit mistakes:  We all make mistakes. Own up to yours openly and share what you’ll do to improve. People appreciate humility and learning from failures.

Hidden Area Window

This contains private feelings, past experiences, and opinions you haven’t revealed. To selectively open up:

• Start small:  Share minor secrets or mildly embarrassing stories from your past. Humor and small doses of vulnerability can break barriers.
• Clarify motives:  Explain the incident or personal motivation behind your view if it’s puzzling to others. The “why” behind what you think or do.
• Align words and actions:  If coworkers see you as unapproachable yet caring, share how childhood experiences made you guarded. But stress you’re working on being more friendly.
• Practice self-disclosure:  Reveal personal details and feelings gradually, while assessing the other person’s reaction. Match the intimacy level to build trust.

Blind Area Window

This covers weaknesses, limitations, and blindspots others notice but you miss. To expand awareness:

• Check assumptions:  We often mistakenly assume our positive intentions translate into a positive impact on others. Reality check this gap.
• Observe body language: Nonverbal cues and subtle social signals can convey what people really think about our behavior. Listen with your eyes.
• Get mirror feedback: Ask others how you come across to them. Listen openly without self-defense to see your blind spots.
• Cultivate humility: The more humble, curious, and growth-oriented you are, the more feedback people will share to help you.

Unknown Area Window

This page holds undiscovered strengths, latent potential, and growth areas. To uncover them:

• Attempt new activities:  Take on novel roles, classes, or hobbies unrelated to your day job. For example, improv classes if you’re an engineer.
• Face fears:  Take on small challenges just beyond your comfort zone so you surprise yourself. Fears often block talents.
• Reflect on peaks:  Recall peak moments when you were in flow and at your best. What conditions brought out those strengths?
• Embrace intuition:  Follow your gut instinct on new possibilities you’re drawn to pursuing. Logic alone limits potential.

While it takes courage to uncover your blind and unknown areas, this enables growth. As Anaïs Nin wisely said, “And the day came when the risk to remain tight in a bud was more painful than the risk it took to blossom.”

Applying the Johari Window: Examples

To better grasp this abstract model, let’s walk through some concrete examples of the Johari window in action across different scenarios:

Johari Window for Career Growth

Pradeep completed his MBA and joined an IT company. He mapped his Johari window:

• Open:  Technical skills, IQ, introverted personality
• Hidden:  Feeling inadequately qualified despite an Ivy League degree
• Blind: Poor communication style, lack of strategic thinking
• Unknown:  Potential to be an empathetic leader

He openly discussed his insecurities with his mentor (hidden to open). He also requested tactical feedback from peers on his communication gaps to address blindspots.

By practicing public speaking and aligning with visionary managers, Pradeep’s unknown potential as a charismatic, strategic leader emerged. Two years later he was leading key client accounts.

Johari Window for Teams

Acme Corp created a new 5-member marketing team. Here is their collective Johari window at their forming stage:

The team took personality tests, shared professional backgrounds, and candidly discussed work styles. This expanded their open area. They also provided anonymous feedback on the team’s communication and conflict-resolution tendencies. This helped address blindspots.

Brainstorming new products and assessing their skills matrix opened up unknown synergies. Improved understanding shifted them from a group of 5 to a cohesive high-performing team.

Whether it’s career, relationships, or teams, the Johari window facilitates self-discovery, authentic relating, and growth.

Tips to Give (and Receive) Johari Window Feedback

The Johari window process works best when you trade quality feedback with others. Here are some top tips:

Feedback Giving Tips

To help others expand self-awareness, tell them:

• Be specific:  Give recent concrete examples of their strengths or areas for improvement. Vague generalities are unhelpful.
• Focus on changeable behaviors:  Comment on aspects they can control – style and competence versus innate traits.
• Share your experience:  Use “I” language to explain your honest reactions and how their behaviors affect you and others.
• Use observation skills:  Describe their communication style, work habits, and emotional patterns as objectively as possible. Quantify frequency if you can – often interrupts, rarely makes eye contact, etc.
• Emphasize growth:  Frame weakness as opportunities for growth. “You have a sharp mind and can develop more patience.”

Feedback Receiving Tips

To benefit rather than get defensive about feedback:

• Listen fully:  Put aside preconceived notions and hear them out without interrupting. Reflect on what they say rather than react.
• Ask clarifying questions:  Dig deeper into their specific observations. Get curious rather than self-justify.
• Find the truth:  Objectively reflect on their comments later. Look for recurring patterns even in isolated feedback.
• Say thanks:  Express sincere appreciation for their time and care, even if the feedback is difficult to accept initially.
• Commit to change:  Don’t shoot the messenger. Demonstrate you value their feedback by taking steps to improve.

Ongoing truthful Johari window dialogue strengthens relationships, creativity, and results.

Limitations and Healthy Use of the Johari Window

The Johari window is an elegant communications model. However, mindfully avoid these potential pitfalls:

• Forced self-disclosure:  Reveal personal details at your own pace when ready. Don’t yield to pressure for sudden or excessive transparency.
• Exposure without consent:  Respect people’s right to privacy. Don’t share others’ hidden aspects without their permission.
• Labeling:  Don’t reduce complex people to simplified open-area traits like “the introvert” or “the pessimist.”
• Assumptions:  Even expanded awareness is still partial. Avoid assumptions about people’s hidden truths or blindspots.
• Blind condemnation:  Criticize harmful behaviors but don’t judge people. Feedback must come from a caring not shaming stance.
• Feedback overload:  Focus on one or two priority areas versus dumping overwhelming criticism. Baby steps.
• One-way transparency:  Strive for reciprocal openness rather than expecting disclosure without sharing your blindspots.

With mindful communication and caring motives, the Johari window can greatly enrich self-discovery and relationships. Ultimately, our shared humanity makes us more alike than different.

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The Johari window is a powerful framework to improve self-awareness, mutual understanding, and communication:

• It categorizes awareness into four panes – open, hidden, blind, and unknown areas.
• Making the hidden open, requesting feedback on blindspots, and exploring unknown areas help us expand our open window.
• To use it effectively, map your Johari window, identify areas to open up, get quality feedback, reflect, and implement changes.
• With ongoing practice, the Johari window facilitates enriching dialogue, trust, growth, and better relationships.

So open up a Johari window into yourself and others. The vista of expanded self-knowledge and relating is truly beautiful!

Priyanka transitioned from being a trendsetting fashionista to an influential business blogger. With an innate passion for style and an astute entrepreneurial mindset, Priyanka carved her own path in the digital landscape, captivating audiences with her unique blend of fashion-forward insights and astute business acumen. Through her posts, she shares her expertise on emerging trends, fashion industry analysis, and valuable advice for aspiring entrepreneurs.

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The Johari Window Reflection

The Johari Window relates to data about a person from four viewpoints, including knowledge, emotions, and abilities. Using the data from the Johari Window for each quadrant for each person, I will consider how I show myself differently to three distinct people (Hidalgo, 2019). I will speak with different persons for each quadrant—the blind selves, the open selves, the hidden selves, and the unknown selves—the Health Services manager and Public Health Officer. The first quadrant, Open Self, denotes most of what my friends and I know already. The second quadrant, known as the Blind Self, is when someone is aware of something about me that I have not disclosed to them. The next quadrant is the Hidden Self, which denotes that while other people may not be aware of a particular aspect of us, we are. Then comes the Unknown Self quadrant, where neither we nor anybody else knows anything about us. The Johari Window can be thought of as a method that improves one’s understanding of oneself and interpersonal communication.

Although I consider myself to be an open book, I was astonished to discover during my interviews that I am not as open as I had previously believed. Everyone said, “There are things about you that I do not know,” demonstrating that I am not being entirely honest. They added that I was more receptive to meeting new people than most people are, and given that I enjoy interacting with others and am a social butterfly, I believe this has an impact on how much information I divulge to them.

Hidden Self

There should be some private information about us, and we will work hard to keep it that way because we know that everyone struggles with keeping their secrets hidden and would want to do so. I keep a few things to myself, and while not everyone is aware of them, some are. I keep from the Health Services manager the things I do with my Public Health Officer and the things I believe may disappoint or irritate him. Because of how Public Health Officers sometimes react when you tell them stuff like this and because I want to make my relationships more private than public.

I have no idea how my actions and words effect me personally or how they affect those around me. The health Services manager has constantly reminded me never to speak before considering what I would say. I am not entirely sure why I do this, but I have realized that I do it frequently because after saying something not all that smart, I take a moment to reflect on why I thought that was a bad thing to say (Yucel, 2022). It was the same in each of the three interviews I gave, and I am positive it was the same with everyone else who knew me. I never gave what I said much thought, which is sometimes a terrible thing but occasionally can be a good thing.

Unknown self

The Health Services manager brought out or demonstrated the unknown to me. I believe this because, although it may not be instrumental, when your senior tells you to pursue your dreams for a career in life continuously, it tends to highlight the as-yet-unknown goals you may have. This is because it encourages you to daydream and consider the possibilities. Numerous things were once a part of your unknown self, such as whatever you were unaware of at one point. For instance, I recently learned that I have double joints instead of one, although this fact was previously unknown to everyone.

Overall, I do not think it would be better to change anything about my open or hidden self since I do not think it would enhance anything to see how I talk to others. For my blind self, it has revealed how many things I have said without thinking about them and until now, I always forgot about once someone mentioned them. With that stated, I believe that I will be attempting to correct that and taking a few moment to consider what I am going to say in order to ensure that it would be appropriate and consider how it would effect those around me if I were to say it. That is something I would like to change since I believe it has an impact on my ability to communicate.

Hidalgo, E. S., Wandl-Vogt, E., Dorn, A., & Souza, R. R. (2019, October). Mapping uncertainty around research data: a Digital Humanities transdisciplinary perspective adopting the Johari window. In Proceedings of the Seventh International Conference on Technological Ecosystems for Enhancing Multiculturality (pp. 804-809).

Yucel, C. (2022). Value of Reflective Practice for Language Teachers. LANGUAGE TEACHER, 46, 35.

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A Report On Self-Analysis Using Johari Window

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Hidden region, blind area part one.

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2.3.1 Using the Johari Window

None of the Johari Window areas are fixed. Their contents change and the window areas change in size as we learn new things about ourselves and when we get feedback from others.

So, now it’s your turn to have a go! The next activity shows you how to do it.

Activity 4 Johari Window

• Get a large sheet of paper and draw yourself a Johari Window diagram. You can create one on your computer if you are more comfortable with that. It should look something like Figure 6, with four headings as shown, and have space to write a few things in each box. (You do not have to make it particularly neat as you are going to change it soon by finding out new information about yourself.)
• Now, looking back through your learning journal, remind yourself of some of the qualities, knowledge and skills you identified for yourself earlier. It would be useful to think especially about those that might be useful for, or affect, your learning. Try to identify at least as many positive ones as those you are less confident about.
• Enter these into the open area and hidden area boxes of your Johari Window diagram where they fit best. Remember that the open area is for information you are happy to share (in this case with your mentor); the hidden area contains information that you are aware of, but which you prefer to keep to yourself (for example, perhaps a lack of confidence or a quality you’re not too proud of).

This is a simplified Johari Window divided into four ‘panes’. From left to right, the top two panes are labelled ‘My open area’ and ‘My blind area’. The bottom two panes, from left to right, are labelled ‘My hidden area’ and ‘My unknown area’. This is an example for you to copy to make your own Johari Window.

This is the first step to completing the Johari Window – your own input. You should now put it aside until you do the next activity.

Of course, we may be happy to share specific pieces of information with some people and not others, so you may well want to adapt the contents depending on whom you ask to be your mentor.

But do note that if we share aspects of ourselves with others, it puts them in a better position to give us accurate (and more helpful) feedback; for example, saying you are not confident about something can prompt another person to reassure you about your skills or qualities. So the next stage is to ask your real or imaginary mentor to see if they can add anything to your window.

This part of the activity has two options. You should choose just one of these:

Option 1: getting feedback from someone you know

Show the open area of your completed Johari Window to your chosen mentor. Ask them whether they can add any information about your qualities, knowledge or skills, and write it in your blind area box.

Option 2: getting some ‘imagined feedback’

Choose an imagined feedback-giver to sit in your ‘empty chair’. Think about what they might say in response to your current Johari Window open area. Might they add any additional qualities, skills or knowledge, or offer a new perspective? If so, add this to your blind area box.

Did you learn anything new?

Once you have seen or heard feedback you can move this information from the blind to the open area because, of course, you and your mentor are now both aware of it and sharing it! (Albeit artificially with an imaginary mentor, but you can still learn from this.)

Perhaps you also decided to reveal something from your hidden area to help you get more useful feedback? If this happened to you, then some information will be ready to be moved from your hidden to your open area too.

While you are studying Succeed with learning, whenever you get additional information from your own reflection or from others’ feedback, you should revisit your Johari Window diagram. Change it so that it reflects the updated information about your skills and qualities. Perhaps your knowledge is increasing too?

You may want to change it now. If you are not sure what to do, look over this section again.

Home — Essay Samples — Sociology — Interpersonal Communication — The Johari Window: Communication and Relationships

The Johari Window: Communication and Relationships

• Categories: Interpersonal Communication

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Published: Feb 12, 2024

Words: 514 | Page: 1 | 3 min read

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Introduction.

• Luft, J., & Ingham, H. (1955). The Johari window: A Graphical Model for Interpersonal Relations. University of Calif: Western Training Lab.

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Johari window: good communication starts from self-awareness

Effective communication is one of the most important components to define team effectiveness. Communication is a key to work together in any forms of organizations or teams. According to our team enterprise Syntre’s values, it has become clear that we as a team and an individual want to develop our skills, want to be trustworthy, and have joyful moments to succeed. It can be varied how to define such values; however, improved self-awareness and interpersonal communication can be the most effective way to realize our values. In this regard, the communication model created by Joseph Luft and Harrington Ingham- JOHARI WINDOW can be a useful theory that enables us to understand our relationship with ourselves and others.

The Johari window is also known as the disclosure/feedback model of self-awareness that enhance

personality development, interpersonal communication, team development, group dynamics and intergroup relations. This simple tool helps us to reflect not only how to view ourselves but also how others view us. It provides a way to show how we become open about ourselves to others as we get to know them. If it is applied properly in teams or groups, the dialogue between each other can become exponentially better which will eventually lead them to have creative and cooperative learning environment. The philosopher Charles Handy calls this concept the  Johari House with four rooms . Room one is the part of ourselves that we and others can see. Room two contains aspects that others see but we are unaware of. Room three is the private space that we know but are hidden from others. Room four is the unconscious part of us that neither ourselves nor others see. (Parmar 2015) In the exercise, people pick several adjectives which describe their own personality well such as “brave, idealistic, self-conscious and spontaneous” from a list. Then others also get the same list and choose the adjectives which describe the subject.

PICTURE1.Johari adjectives.

Johari Window Table

Johari Room 1 is known as open area/open self/free area/free self/the arena. It represents that a person’s behavior, attitude, feeling, emotion, knowledge, experience skills, views is known to oneself and to others. Open area is where people feel comfortable to share their behavior which can be found by everyone easily. It can be increased if people are willing to share more information to their group and when there is trust between individual and the whole team. For example, our Pecha Kucha may not necessarily be available to public because it contained not only about our past experiences but also insecurities and vulnerabilities, but as we were reminding important moments in one’s life and share those moments with the whole team opened doors to understand ourselves and each other better . From Johari window theory, the more open area is developed, more effective communication can be happening because open area is where good communication occurs without distractions. Therefore, the main goal in teams should be to develop open area as much as possible. Team Leader plays an important role to promote such environment, but willingness to be open-minded to others should be the first step by every team member. We need to be open to investigate what other people view us rather than to be afraid of.

Johari Room 2 is called as “Façade” or “Hidden Area”. This region is something that is known by others in a group but is unknown by the person. In other words, this is an area of ignorance about oneself. We may have not noticed but there can be hidden feeling, emotion, and behavior deep that exist in ourselves. Or we ourselves believe certain things but others can perceive the same things in different ways. In the exercise that we can practice is that the subject does not choose any adjectives, but peers are selecting adjectives to describe the subject. From this way, the subject can realize some aspects that are unknown by oneself. The goal is to reduce Façade area. Last year we attached papers on our back and anonymously exchanged positive aspects why we appreciate this person. It gave me deeper understanding of myself because there were adjectives that I could not think of. The objective is to reduce this area and increase the open area. Exchanging positive feedback towards each other was a good step to make non-judgmental environment. Furthermore, by using Johari theory, we can promote an environment where people want to learn and develop about themselves.

Johari Room 3 is also regarded as hidden area/hidden self/avoided area/avoided self or façade. This region consists of someone’s hidden behavior, feeling and emotion which are known to oneself but unknown to others. In the exercise, the subjects select adjectives which describe themselves, but the peers do not choose any adjectives in comparison with Johari room 2. In hidden area, people believe if they share their thoughts or feelings with the team, they are judged negatively by others. Fear of judgement can be coming from not feeling safe enough to be themselves and share their thoughts to the group. If people hold this fear or ignorance by others, the dialogue will get worsen which might affect efficiency and productivity in the whole team. Hence, as it is mentioned above, the aim should be reducing hidden region and increasing an open area. To build safe environment, we need to create psychological safety where everyone feels included and safe to speak up. For example, we shared one of the stupidest things that we did during the week, and it helped us to relieve the fear of being stupid. It might take a long time to make such environment, however it is an essential step we should take.

Johari Room 4 is called unknown area that are not known to the person himself/herself and unknown to others in the group as well. This area represents capabilities, feelings, attitudes, aptitudes. This area represents early childhood memories, latent potentialities, intrapersonal dynamics, and unrecognized resources which is unknown to us and others. It is known that it is prevalent in people who lack confidence. The leaders and each of team member can encourage and support one another to create an environment where people can have a spirit of self-realization. It will be a basis for building self-confidence and eventually lead for people to be more open about themselves.

In conclusion, there are 4 sectors exist in ourselves. Understanding the relationship that we have been having with ourselves and accepting aspects that have not been known to us is an essential step to have good dialogues in a team. Likewise, good communication starts from self-awareness. Why do not we start to bring Johari Window to  Syntre and make our values come true.

Parul Saxena. (2015) . JOHARI WINDOW: An Effective Model for Improving Interpersonal Communication and Managerial Effectiveness.

“Linked-in link to the creation of Johari’s window”  https://www.linkedin.com/pulse/johari-window-kamal-parmar

Staff (undated).  “Johari Window” . kevan.org . Retrieved 24 November 2014.

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Johari Window Example Essay

I am a very friendly person and I love meeting new people. I always try to see the best in people and I am very easy to get along with. I am also very loyal and reliable, which makes me a great friend. However, I can also be quite gullible and trusting, which can sometimes get me into trouble.

I am very interested in psychology and how it can help us to understand our own behavior as well as that of others. That is why I think the Johari Window is a great tool for self-awareness. The Johari Window was developed by psychologists Joseph Luft and Harrington Ingham in 1955 and it is used to help people understand their own personality and how others see them.

The Johari Window is a method for individuals to better understand their relationship with themselves and others. The two columns represent self, while the two rows represent the group. Column one is about things I know about myself; column two lists those things I don’t know.

Row one is things others know about me and row two contains things others do not know about me. This can be represented visually as a four quadrant grid.

The Johari Window was created by Joseph Luft and Harrington Ingham in 1955 and is named after them. It has been used in fields such as business, counseling, education and psychotherapy.

The purpose of the Johari Window is to help people better understand their interpersonal relationships. By understanding what information is held in each quadrant, people can work on disclosing or revealing information to move into a more productive relationship with others.

The Johari Window can also be used as a tool for self-awareness. By understanding what information is known and unknown to oneself, a person can work on disclosing hidden information or learning more about themselves.

The horizontal axis is labeled “Knowledge” and the vertical axis “Control,” while the yellow shaded area represents my perception of control. The group’s perception of control over what it perceives about me is represented by rows one and two, respectively.

The intersection of the rows and columns forms pans. As a level of mutual trust develops in the group and as feedback is exchanged, information moves from one pane to another. I know things about myself and what the group knows about me that are contained in this first pan or Arena.

The second pane is called the Facade. The Facade contains things that I know about myself that the group does not know about me. The third pane is called the Blind Spot. The Blind Spot contains things that I do not know about myself and that the group knows about me. The fourth pane is called the Unknown. The Unknown contains things that I do not know about myself and that the group does not know about me.

The Johari Window was created by Joseph Luft and Harrington Ingham in 1955 as a way to help people improve their interpersonal relationships.[1] It is based on the premise that there are certain things we know about ourselves (the Arena), certain things other people know about us (the Façade), and certain things that we don’t know about ourselves that other people do know (the Blind Spot). There are also certain things that nobody knows about us, not even ourselves (the Unknown).

The Johari Window can be used as a tool for self-awareness, personal development, and improving interpersonal relationships. It can also be used to improve communication and understanding within a group.

When using the Johari Window, it is important to keep in mind that the goal is to increase the size of the Arena. This can be done by increasing self-awareness and by soliciting feedback from others. The goal is not to eliminate the Blind Spot or the Unknown, but to make them smaller.

The blind spot may also represent information that I am not aware of, but the group is. The point of the Johari Window is to help people understand and improve their interpersonal relationships.

The Johari Window was created by Joseph Luft and Harrington Ingham in 1955 and is used as a model for interpersonal relationships. It is based on the premise that there are certain things that we know about ourselves, and certain things that we do not know. The Johari Window is divided into four quadrants:

– Open Self: This quadrant represents information that both myself and others know about me.

– Hidden Self: This quadrant represents information that I know about myself, but others do not.

– Unknown Self: This quadrant represents information that others know about me, but I do not.

– Blind Self: This quadrant represents information that neither myself nor others know about me.

The aim of the Johari Window is to help people move from the Unknown and Blind self quadrants into the Open self quadrant. This is done by increasing the level of communication and self-disclosure between individuals. The more information that is shared, the larger the open area will become.

The Johari Window can also be used as a tool for group development. By increasing the level of communication within a group, it can help the group to become more cohesive and effective. It can also help to identify areas where there may be misunderstanding or conflict.

Assuming that I have a good understanding of myself, I can use the Johari Window to improve my relationships with others by sharing information and gaining feedback. By doing so, I can learn more about myself and become more self-aware. Additionally, I can better understand the perspectives of others and build stronger relationships.

We can also use projective techniques such as the Thematic Apperception Test (TAT) to help us better understand what is in the Unknown pane.

The Johari Window was created by Joseph Luft and Harrington Ingham in 1955. It is a graphical representation of our self-awareness. The window is divided into four panes: the Open, Hidden, Blind, and Unknown panes. The Open pane contains information that both I and my group know about me. This may include such things as my name, age, gender, and physical appearance.

The Hidden pane contains information that I know about myself but my group does not know about me. This may include things like my private thoughts, feelings, or intentions. The Blind pane contains information that my group knows about me but I do not know about myself. This may include things like how other people see me, what they think of me, or what they believe my motives are.

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