The document discusses identity and self-concept. It defines identity as how a person views themselves as well as how others view them based on their characteristics and social roles. A person can have multiple identities. The document also discusses self-consciousness, self-monitoring, and presenting one's true self. It then examines the Johari Window model of self-awareness and feedback between individuals. The four types of people described in the Johari Window are the open-receptive person, the pumper, the blabbermouth, and the hermit.

1. Dr.G.Sivakumar
Associate Professor
Management
Sri Ramakrishna College of Arts and Science
Coimbatore - 641 006
Tamil Nadu, India
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

3.  Answers the question ‘who am I?’
 Meanings attached to a person by self and
others that are based on personal
characteristics and on people’s social
roles and membership in various groups
 Person can have multiple selves stemming
from a variety of identities (Self-
pluralism)
 Ideal/possible self
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

4.  Product of
 What you are
 What society expects you to be
 What experiences you have and how you deal
with them
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

5.  Self-consciousness – the process of knowing oneself
 Self monitoring - what do you present and why
 Presenting your true self - makes one vulnerable, so we prefer to
act according to social expectations, wear masks and remain
enigmas
 Assumption of maturity and sensitivity
 Of course, sometimes even we do not know our true selves (cf
self-consciousness)
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

6.  The most useful model to describe the
process of human interaction, more
specifically of giving and receiving
feedback
 Model depicts communication windows
through which feedback is given and
received
 Through feedback and disclosure, you can
reveal more about yourself to others and
learn more about yourself from others
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

7.  A change in one quadrant affects other quadrants
 It takes energy to hide/deny/be blind to behaviour that is involved
in interaction
 Trust increases awareness
 Forced awareness is undesirable and usually ineffective
 The smaller the open area, the poorer the communication
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

8.  Interpersonal learning means a change has taken place so the Q1
is larger and one or more of the other quadrants also has grown
smaller.
 Working with others is facilitated by a large enough area of free
activity. An increased Q1 means more of the resources and skills
in the relationships can be applied to a task.
 There is universal curiosity about the Unknown area, but is held
in check by custom, social training and diverse fears.
 Sensitivity means appreciating the covert aspect of behaviour, in
quadrant 2, 3 and 4, and respecting the desire of others to keep
them so.
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

9. 1
1
1
2
2
2
3
3
3
4
4
4
Under Condition of Self Disclosure
Under Condition of Feedback
Under Condition of Self Disclosure and Feedback
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

10. Open
H
i
d
d
e
n
Blind
Unknown
Initial phase of group interaction
Later phase of group interaction
Open
Hidden
Blind
Unknown
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

11.  Purpose of feedback
 Helps us see ourselves as others see us
 Others learn how we see them
 In so doing, it helps us move towards our goals
 Presupposes a caring, trusting environment
 Which reduces defensiveness
 Which maximises personal growth
 The desire for feedback is often off-set by the fear of asking
for such information
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

12.  Feedback should be given such that the
person receiving it
 Hears it in the most objective, least distorted
way possible
 Understands it
 Retains the choice of using/not using it
 People need to be trained to give
feedback
 Should be given such that the recipient
preserves his/her self-esteem
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

13.  Indirect versus direct expression of feelings
 Indirect is safer because it is ambiguous and offers an escape
from commitment and rejection
 Description versus interpretation of behaviour
 Description focuses on observable aspects whereas interpretation
involves attributing intention and could be wrong
 Non-evaluative versus evaluative feedback
 Non-evaluative looks at behaviour rather than personal worth and
refrains from value-judgments
 Specific versus general feedback
 Specific gives you an opportunity to know what to change
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

14.  Freedom of choice to change versus pressure to change
 Freedom of choice to change means that the decision to act on
the feedback is voluntary rather than imposed
 Immediate versus delayed timing
 Immediate feedback is most effective since memory is vivid
 External versus group feedback
 Contingent on circumstances
 Solicited versus imposed feedback
 Solicited is more useful since recipient is open
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

15.  Modifiable versus unmodifiable behaviour
 Conscious desire to change is critical
 Motivation to help versus motivation to hurt
 Displacement and projection precipitate harm and conflict
 Data-based versus impressionistic
 Positive and negative versus completely negative
 Suggestive versus prescriptive
 Constructive versus destructive
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

16.  Elicit versus wait
 Listening and self-analysis versus denial and
rationalisation
 Clarifying versus assuming
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

17.  Self-awareness promotes personal growth,
which in turn enhances overall functioning
(including work performance)
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

18.  Existentialist orientation coupled with
personal courage and conviction
 Conducive socio-cultural environment
 Living comfortably with complexity and
contradiction
 Willingness and ability to change
 Time and energy for introspection
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

19. Open/Public Blind Spot
Hidden/Facade Area Unknown
Known To Self
Known To Others
Unknown To Others
Unknown To Self
The open-receptive person has a large public area, reflecting someone who is open about
him/herself and receptive to feedback from others. This is the person who has a clear self-image
and enough confidence in who he/she is to be visible to others. If in a management role, the open-
receptive person has employees who tend to feel respected and encouraged to grow.
Johari Window: The Open-Receptive Person
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

20. Johari Window: The Pumper
Open/Public Blind Spot
Hidden/Facade Area Unknown
Known To Self
Known To Others
Unknown To Others
Unknown To Self
The pumper has a large hidden area, reflecting someone who keeps information with him/herself.
This is a person who is always asking for information and giving little in return – the game player. If
the pumper is in a management role, employees tend to feel defensive with and resentful of this
individual.
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

21. Johari Window: The Blabbermouth
Open/
Public
Blind Spot
Hidden/
Facade
Area
Unknown
Known To Self
Known To Others
Unknown To Others
Unknown To Self
The blabbermouth has a large blind area, reflecting someone who talks a lot but does not listen too
well. This is the person who is pre-occupied with him/herself and doesn't know when to keep quiet.
If the blabbermouth is in a management role, employees tend to get annoyed with this person and
eventually will either actively or passively learn to shut him/her up.
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

22. Johari Window: The Hermit
Open/
Public
Blind Spot
Hidden/
Facade
Area
Unknown
Known To Self
Known To Others
Unknown To Others
Unknown To Self
The hermit has a large unknown area, reflecting a lack of self-knowledge and understanding. This
is a person you can’t figure out. The hermit’s behaviour tends to be unpredictable and security-
oriented. If in a management role, employees tend to feel insecure and confused about
expectations.
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore

23. TO CONCLUDE
Dr.G.Sivakumar,Dept of Management ,Srcas,Coimbatore