Welcome to another episode of Leader Logic. My name is Amelia and today I'll
be talking you through the Johari Window theory. Now I'm going to break this
episode up into two parts. The first part is going to focus on what the Johari
Window actually is, and how it was originally designed to work, and then the
second video will be about how you can apply the Johari Window method of
thinking to understanding the scope of larger projects. This theory was
developed by psychologists in 1955 and the purpose of it was to understand
different relationships. It compares the things you know about yourself, and the
things you don't know about yourself but other people do. It also
identifies the things that neither you have visibility on, nor do other people.
The way it does this is by comparing a list of 56 adjectives. Now that list,
we're not going to go through all 56 items, but I'm going to give you an
example of how the theory is used. So let's get stuck into the Johari Window
model! I've got a couple of slides that I'll be flicking through while I
talk you through it. So this is the window, and basically you've got things
that are known to you, things that are not known to you, things that are known
to others, things that are not known to others, and it's a little matrix. The
things that you know and other people know are defined as 'The Arena'. That's the
information that's out in the open. The things that are known to you, but are not
known to other people, are called 'The Facade' and sometimes it's given
other names, but the idea is that this is the stuff that you have
chosen not to disclose to other people. If you don't know about something,
but everyone else can see that it's true, that's 'The Blind Spot' (it's your blind
spot). Then the fourth quadrant is things that you don't know and things
that other people don't know, so that they are the true 'Unknowns'.
Now Johari's principle, remember it's all about understanding yourself and
understanding other people and, you know, providing a foundation for building
better relationships in the workplace. The way it works is it's actually an
activity where you've got a Subject (which will be yourself) and one
of your peers. What you do is from the list of 56 adjectives (and you can
google them to find out what they) you
will pick all of the things from that list that describes yourself, and then
your peer will do exactly the same thing. They'll be picking all of the objectives
that they think describe you. So the purpose of this activity it's focused on
one person (the subject), and the peer also focuses on things that describe that
subject. Then what you do is go through a process of comparing those two lists to
see where they differ. In this case we've started off with the things that
are the same between what the subject perceives to be their own attributes and
what their peers also perceive to be their attributes. The commonalities
get put in this quadrant called the Arena. Here you can see there's five
items that are common between two lists. The next step is to take all of the
things that the subject identified as being characteristics of themselves, but
that their peer didn't think described them very well. Those things are all
items that get listed in the Facade. They're all things that even though the
subject thinks that they describe themselves, they they put forward a
facade that is different to those items. Then the third one is the blind spot, so
those are all of the things that the peer has perceived about the subject, but
that the subject doesn't necessarily do believe to be true about
themselves. Then what you'll notice is that that's taken account of
everything on both lists, so the things that aren't captured by either party,
those are the true Unknowns. Now, how can you improve? Because, you know,
this information is interesting, but the
purpose is to improve your relationships. The idea is to expand the Arena,
so expand the things that are true about yourself that other people also perceive,
because that contributes to an increased understanding between people. The next
question is how do you actually increase that window? To push things, so that you
know more about the things that other people perceive about you, you can ask
them for feedback. For you to provide more information to others so that they
see more of what you see in yourself, is to disclose more. Talk more to other
people. Share a bit. To push into that unknown territory, you can both explore
together, so ask questions, you know, questionnaires, that type of thing.
It's about shared discovery. You can actually ask your peer to observe your
behavior more thoroughly and see whether they can't increase the list of
characteristics that they would use to describe you. And then the final one is
actually embarking on self-discovery, so that you can reveal more of those
unknowns to yourself. So there's always going to be that little unknown window,
but the idea is to is to push the boundaries further and further into that
unknown territory, so that you shed light on more and more of it, have a better
understanding of yourself, other people have a better understanding of who you
are. All of that strengthens the relationships. So that's what I wanted to
say about Johari window, a five minute introduction! It was only
designed to be quick. I think you understand the basic concept based on
what I've said. You can definitely read more about it online.
Tune in for the next video where we talk about how to apply this thinking to
understanding the scope of a major project. Now, that's not what the team who
developed the Johari model necessarily anticipated it to be used for, but I
think the model is really applicable to that purpose, so I just wanted to put
that forward for your consideration. Thanks for watching another episode
of Leader Logic. I hope to see you again soon! if you want
any clarifications, put it in the comments below, also comment if there's anything
else that you would have liked discussed in this video or in any other videos.
Tune in for the next one!