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Build Team Cohesion with The Johari Window

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Self-awareness, and having an awareness of others, are two prevalent traits in the individuals of high performing teams.

But why is this the case? Simply put, these characteristics generate learning, respect, and collaboration, which ultimately creates strong team cohesion and a culture of excellence.

Of course, not all teams work well together, so how can we create more cohesion in collectives such as these? Enter the Johari Window.

To begin with, a subject (team-member) is given a list of adjectives, from which he or she chooses the most appropriate words that describe their own personality.

Created in 1955 by psychologists Joseph Left and Harrington Ingham, the Johari Window is a simple and useful model for illustrating and developing self-awareness, and mutual understanding, between individuals within a team.

The model is based on two assumptions…

That trust can be acquired through revealing information about yourself to others.
That self-awareness can be developed through receiving feedback from others.

The remaining peers (team-mates) are then given this same list, with each selecting an equal number of adjectives that they feel describe the subject most closely.

These adjectives are subsequently placed within a grid, referred to as the Johari House by philosopher Charles Handy.

Open Area

Adjectives which are selected by both the subject and his or her peers are placed within the Open (also known as the Arena) quadrant.

This refers to the traits of ourselves that we are aware of, and that others are aware of too.

Example: “Jessica knows that she finds public speaking difficult, and so do her team-mates.”

Hidden Area

Adjectives that have only been selected by the subject, and not by any of his or her peers, are placed within the Hidden (also known as the Façade) quadrant.

This highlights the traits that we know about ourselves, yet are hidden (either purposefully or not) from others.

Example: “Mike knows that he has performance anxiety, but his team-mates do not.”

Blind Spot

Adjectives that are not selected by the subject, but are chosen by his or her peers, are placed within the Blind Spot quadrant.

These are aspects of ourselves that we’re not aware of, yet others are.

Example: “Erin’s team-mates know that she speaks quicker when under pressure, but she is unaware of this.”

Unknown Area

Adjectives not selected by either the subject or his or her peers remain in the Unknown quadrant.

This represents the behaviours or motives of the subject that haven’t been recognised by anyone participating. This is either because they don’t apply to the subject, or as a result of collective ignorance of the existence of these traits.

Example: “Neither Jake nor his team-mates know that he has many effective leadership qualities.”

Publié dans : Sports
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Build Team Cohesion with The Johari Window

  1. 1. Build team cohesion with The Johari Window #TeamCohesion
  2. 2. The Johari Window is a simple model for developing self-awareness, and mutual understanding, between the individuals of a team
  3. 3. www.nathanwood.consulting 1 That trust can be acquired through revealing information about yourself to others 2 Self-awareness can be developed through receiving feedback from others The model is based on two assumptions
  4. 4. able • accepting • adaptable • bold • brave • calm • caring • cheerful • clever • complex • confident • dependable • dignified • empathetic • energetic • extroverted • friendly • giving • happy • helpful • idealistic • independent • ingenious • intelligent • introverted • kind • knowledgeable • logical • loving • mature • modest • nervous • observant • organised • patient • powerful • proud • quiet • reflective • relaxed • religious • responsive • searching • self-assertive • self- conscious • sensible • sentimental • shy • silly • spontaneous • sympathetic • tense • trustworthy • warm • wise • witty To begin with, a subject (team-member) is given a list of adjectives, from which he or she chooses the most appropriate words that describe their own personality
  5. 5. www.nathanwood.consulting Collegues The remaining peers (team- mates) are then given this same list, with each selecting an equal number of adjectives that they feel describe the subject most closely Word Placement These adjectives are subsequently placed within a grid, referred to as the Johari House by philosopher Charles Handy…
  6. 6. Known to self Not known to self Known to others Not known to others Open Area Blind Spot Hidden Area Unknown Area (Façade) (Arena)
  7. 7. Known to self Not known to self Known to others Not known to others Open Area Adjectives that are selected by both the subject and his or her peers Blind Spot Adjectives that are not selected by the subject, but are by his or her peers Hidden Area Adjectives that are only selected by the subject, but not by any of his or her peers Unknown Area Adjectives that were not selected by either the subject nor his or her peers
  8. 8. Known to self Not known to self Known to others Not known to others Open Area Blind Spot Hidden Area Unknown Area Aspects of ourselves that we know and others know eg. “Jessica knows that she finds public speaking difficult, and so do her team-mates” Aspects of ourselves that others know but we don’t eg. “Erin’s team-mates know that she speaks quicker when under pressure, but she is unaware of this” Aspects of ourselves that we know but others don’t know eg. “Mike knows that he has performance anxiety, but his team-mates do not” Aspects of ourselves that we nor others don’t know eg. “Neither Jake nor his team- mates know that he has many leadership qualities”
  9. 9. When the Johari Window is applied to high performing teams, it’s found that their subjects have many adjectives which are placed in the Open quadrant
  10. 10. www.nathanwood.consulting High Performance Environments In other words, there is a culture that promotes strong self- awareness skills, coupled with a high level of awareness of others Key Components Feedback and disclosure are essential for reducing the size of the hidden, blind, and unknow areas so that you create an open and transparent environment
  11. 11. Hidden Area • As big as possible, meaning everyone is self- aware, and there is a high awareness of others • Needs everyone to be honest, open and respectful with one another • Regular feedback is required to enlarge this open area and reduce the Blind Spot FEEDBACK Known to self Not known to self Known to others Not known to others Open Area Blind Spot Unknown Area DISCLOSURE • As small as possible to reduce secrecy and unknown potential • Disclosure is required to reduce the hidden and unknown areas
  12. 12. Nathan Wood Nathan Wood is a former professional sportsman and youth international, mentor/assessor to Level 3 sports coaches, and a certified Level 4 master coach. Now operating a sports performance consultancy, he works with a diverse range of athletes, coaches, parents, and organisations, helping them to realise their true sporting potential. Let’s connect linkedin.com/in/nathan-wood-coaching twitter.com/NathanTheoWood facebook.com/NathanWoodConsulting instagram.com/nathantheowood slideshare.net/NathanWood44 w w w . n a t h a n w o o d . c o n s u l t i n g

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