A Reflection On The Johari Window

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In simple terms, the Johari Window is a useful leadership tool for elucidating and improving self-awareness and understanding between leaders and followers, and interpersonal relationships between groups (Hersey, Blanchard, & Johnson, 2008). Thus, the Johari Window model is often used by many organizations for understanding and training in self-awareness, personal development, improving communications, interpersonal communications, group dynamics, team development and inter-group relationships ("Johari Window," 2016). In another sense, the Johari Window can be viewed in terms of being a disclosure and feedback model of self-awareness and represents feelings, experiences, views, attitudes, intentions, and motivations that exist within a…show more content…
Quadrant two is a blind area; hence, quadrant two represents the things a leader may not be aware of that are known by others (Hersey et al., 2008). Quadrant three is the façade, thus, these are the things the leader knows about his or herself that others do not know (Hersey et al., 2008). Lastly, quadrant four is the unknown and represents the things that are unknown by the leader and his or hers followers (Hersey et al., 2008). The idea behind the Johari Window is to enlarge an open area without disclosing too much information that is rather personal in nature; hence, the open area is the most important quadrant, generally speaking, the more people know about each other, the more productive and effective they will be when working together ("Self-Discovery," 2016). Enlarging an open area is termed as being disclosure, which, in effect, is a give and take process that occurs between leader and follower ("Self-Discovery," 2016). As information is shared by the leader, the open area expands vertically and the hidden area becomes smaller, and as the leader receives feedback from followers (what they know, what they see), the open area then expands horizontally, and the blind area gets smaller ("Self-Discovery," 2016). Typically, where there is very good feedback and disclosure, the public area becomes large and production, trust, efficiency, and teamwork increases, on the other hand, where there is very little feedback and
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