A brief overview of this simple to understand, & yet useful model to raise awareness of the impact of our behaviours upon others.

1. The Johari Window Model
History
The Johari Window model was published in 1955 by American psychologists
Joseph Luft & Harrington (Harry) Ingham who were based in the University of
California, Los Angeles. The name ‘Johari’ came from joining their first two names.
Introduction
The Johari Window Model is a simple & useful tool for illustrating & improving self-
awareness, communication & mutual understanding between individuals & groups.
The model is based upon two concepts – firstly, that trust can be built through self-
disclosure, & secondly, that feedback is the key to developing self-awareness.
The model can be used for both giving & receiving feedback. It is particularly useful
to ascertain whether an individual is aware of their behaviours & how these might be
impacting upon others.
The model contains four quadrants (open, blind, hidden & unknown) - the size of
each box can change. It provides a visual tool to facilitate a guided conversation to
raise awareness of issues that may be causing difficulties for the individual, (or
others) & initiate measures to make improvements.
The four quadrants
Open – This area corresponds to information about the individual that is open to the
public & the individual is aware of - also known as the ‘public self’. For example,
teammates may view a work colleague who is open with them as being easy to work
with, honest & trustworthy. Openness is often associated with trust. Trust is essential
for building high-performing teams. Trust is also vital for change to occur within an
individual & within relationships. The open area is where we share our views, our
thoughts & emotions – what we care about.
Blind – This area corresponds to behaviours that others see, but the individual is
unaware of. This may seem unusual, however many behaviours are seen by others
without the individual realising they are being observed. Others can also interpret our
behaviours differently than we intended them to be received. Blind spots can be
reduced through either seeking, or receiving feedback from others. A person with a
large blind spot might come across as arrogant. They are unaware of the impact of
their behaviour upon others. Many people hesitate to give feedback to individuals
displaying a blind spot due to a fear that they might react negatively, become
defensive, angry, aggressive, or bust into tears. However, without feedback, it is
unlikely that these individuals will ever learn or develop.

2. Hidden – This area corresponds to information that the individual is aware of but
others are not - the ‘private self’. This may be because the individual has chosen to
keep personal information to themselves or simply because the subject has not
come up in conversation. Hidden information can include feelings, fears,
experiences, secrets etc. The hidden area can be reduced by disclosing our
thoughts & feelings. The sharing of personal information can serve to build trust
between individuals & improve relationships. A person with a large hidden area can
come across as secretive, they may also ask lots of questions about you but reveal
very little about themselves. Others may perceive this person as having a hidden
agenda & tend not to trust them. It is not suggested that everyone has to reveal their
innermost secrets, however, sharing views, beliefs, fears etc. can help to make
interpersonal relationships more effective. In order for someone to open up, the other
person needs to create a psychologically safe space.
Unknown – This area corresponds to information that the individual & others are
unaware of. Unknowns could include dormant memories & untapped potential. They
will remain unknown unless self-discovery takes place. Promoting respectful & open
communication is also an effective way to decrease the unknown area - as
individuals respond to the points of view of others; they develop a greater sense of
themselves.
The model is not static. Various methods can be used in order to improve levels of
communication, awareness & transparency. The illustration above shows all the
boxes at the same size. However, the size of these boxes will flex dependent upon
the feedback received & the openness of the individual.
An illustration of this might be a feedback session, where each individual in a group
is given feedback on their past performance & examples of observed behaviours.
The ‘open’ area would enlarge & the ‘blind’ area be reduced, were the individual to
reflect upon the feedback, develop a better understanding of themselves &
determine to act differently in the future. The diagram below demonstrates how the
model might change as this occurs.

3. The size and shape of each area is dependent on the amount of information shared
& the ratio of giving feedback to soliciting feedback. In a high-performing team, the
aim would be to increase each person’s open area in order to create a trusting &
interconnected environment.
The giving & receiving of feedback increases the open area & reduces the hidden,
blind & unknown areas. The open area can also be developed through the process
of disclosure which in turn reduces the hidden area. The unknown area can be
reduced in different ways: by others’ observations; by self-discovery; by being asked
effective questions to create enlightenment, & through experiential learning –
particularly outside of comfort zones.
The objective of the giving of feedback is to extend the 'open' window & to create an
environment where it is safe for people to share their thoughts, feelings & fears.
When people see feedback as beneficial, not criticism, people’s untapped potential
can be brought out into the open.
Example
Rhiannon began working in an organisation - at first her co-workers knew little about
her. At this stage, the unknown & hidden areas will be larger & the open area will be
small. Also, as her co-workers didn’t know much about Rhiannon, her blind spot will
be smaller.
Rhiannon spent most of her break times sitting alone in the office café with her head
buried in her mobile telephone. Her co-workers found her shy & elusive. During a
team feedback session, they shared their initial impressions with Rhiannon. As a
result, Rhiannon made an effort to be more sociable; she began to open up &
interacted more with other co-workers. By increasing her open area, Rhiannon was
better able to integrate into the team & her performance also improved.