johari window model posts
This Johari Matrix is based on the Johari Window Model. It was developed by American psychologists Joseph Luft and Harry Ingham in the 1950s.
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May 04th, 2011
Have you ever been in a meeting and realized that every time a particular individual speaks, the meeting goes off course? Meeting after meeting, you watch this individual and you wonder how this person is able to take the meeting off course every time.
Get your meetings back on track using these three rules:
- State your observation
- Get curious
- Suggest something new
Recently, I facilitated a meeting where exactly what I have just described was happening over and over and over again. I finally took it upon myself to ask the individual’s permission to discuss his meeting behaviours. Once his permission was given, I stated my observation.
“George,* I noticed that when you make a statement, you then add a story to illustrate that statement’s point. Out of that story, comes the second story and then often comes a third story. Do you have an awareness of this?”
George responded, “Yes.”
I then got curious, “Okay, why do you do that?”
George explained “When I’m making my statement, I’m looking for a response from the receiver. If I don’t see a head nod or some eye activity, I think they don’t understand what I’ve said so I add another story. If they do ask a question or make a statement, I continue with another story.”
I repeated back to him what I heard him say and then added “I understand you’re layering the stories because you’re making an assumption that your colleagues don’t understand you because they have not given you a response.”
George reconfirms that I have heard him correctly and then I continue by sharing with him my experience. “I start to lose the point you made in your original statement as I try to figure out how the multiple stories relate to one another…can you see how that might happen?”
When George says yes, I suggest to George that perhaps he could try a different behaviour to test if it would be more effective. “Try making a statement and then perhaps tell one story. Solicit the receiver’s response by asking them to repeat back what they heard you say.”
George was willing to try this on for size. How about you?
*Name has been changed.
September 23rd, 2010
Wikipedia states that Silos are used in agriculture to store grain or fermented feed known as silage.
Are you fermenting your team’s business knowledge in your own wee silo?
As my neighbour’s children run around their backyard chanting this favourite tune; “I am the King of the Castle, you’re the dirty rascal”, I am reminded of one leaders’ “aha” moment about “silos” in a recent leadership team meeting.
In business, silos can be created by an individual, a team or an operating division/department. Silos, within business, are characterized by holding on, controlling or turf protecting which become synonymous with power struggles, lack of cooperation and loss of productivity.
In this recent leadership team meeting, Rory* commented that he often had difficulties being productive because he judged his fellow leadership team-members as working in silos. He felt that each member focused on their own tactical projects, but didn’t take the time to support their fellow team members on common initiatives.
For the following monthly meeting with this leadership team, I introduced our ‘feedback matrix’ competency. The feedback matrix teaches members about and offers the opportunity to practice how to give one another corrective and directive feedback.
I asked each member of the team to make two statements to each of their co-workers. The statements were;
- “Working with you, one of the difficulties that I have is…”, and
- “Working with you, one of the appreciations I have is…”.
The greater the number of team members, the greater amount of feedback each person receives. It is very useful for each member to note any repetitive feedback they receive from their co-workers.
In his group of ten colleagues, Rory learned, from many, that his co-workers rarely knew what he was working on. They commented that their personal interpretation was that Rory was not sharing information about his project because he assumed they were too busy to hear from him. They stated that they often learned about a projects’ tasks far too late to offer Rory any support or resources.
With his jaw on the boardroom table, Rory realized the company did not have operating silo’s but rather that he had created his own silo.
Once Rory became aware of his own behaviours that lead to creating his own departmental silo, he was able to take the necessary steps to overcome those behaviours. He began by connecting with co-workers more often, sharing current tasks and reporting on project progress.
In leadership meetings, Rory started to experience many leadership team benefits; improved team relationships, higher productivity, better use of resources and personally feeling more effective and engaged.
The feedback matrix helped Rory increase his own awareness and responsibility of creating his own silo. He is no longer fermenting important team knowledge.
What silos are you stuck in?
*Name has been changed.
October 27th, 2009
If you are:
- a CEO wanting to increase buy-in and commitment to the strategic objectives and the success of your company,
- a COO who wants to create momentum within teams to get better results,
- a VP of human resources wanting to increase employee engagement.
Twitter could be your solution.
Twitter offers every company the opportunity to open up its public self, increase external perception of your brand, announce successes and expand customer reach. It can also be used to create internal buy-in, build team momentum and increase employee engagement.
(Learn more about the Johari feedback matrix.)
Like ourselves, businesses have personalities. The Feedback Self Disclosure Matrix explores the four selves.
- The Public Self: What you and others know about your company, e.g. your brand,
- The Private Self: What you know about your company but others don’t, e.g. your financials,
- The Blind Self: What you are not aware of but others see clearly, e.g. a leadership team may not realize in an effort to get results they are actually developing a burn-out culture,
- The Unknown Self: The hidden potential of every company. For example, during a strategic planning meeting, a team considers a disruptive innovation. Another example: Identifying a new area for the business where the team is willing to take a risk on something new, e.g. using the power of Twitter!
Twitter gives you an opportunity to start to consider strategically how you might open the public self of your organization. Download the Johari Feedback-Self Disclosure Matrix (PDF)
As a Start:
Have a conversation with your employees about what they might tweet – good news about the company, interesting facts about what’s going on, what goals they are reaching, what successes they are having. Include a conversation about company privacy — the Private Self — e.g. no need to tweet the financial status of the company.
Embrace the idea that Twitter can get the message out there to a larger audience as well as increasing internal buy-in to strategic objectives, creating momentum, and improving employee engagement.
What strategies do you have around Twitter?
August 14th, 2009
This weekend I went to see Julie & Julia. Loved it! It got me thinking about “The Feedback Self Disclosure Matrix,” a tool that can help all of us – particularly CEOs and senior managers – create deeper connections and better results in our businesses and with our teams.
This matrix is based on the foundations of the Johari Window model that was developed by American psychologists Joseph Luft and Harry Ingham in the 1950s. The Matrix is comprised of four quadrants.
Each quadrant represents a part of our self, representing particular behaviours, feelings, motivations that are known by (self) and about the person (other).
At the bottom of the illustration you see how the four different quadrants of the ‘self’ can be altered in size reflecting the relevant proportions of each type of ‘knowledge’ of/about a particular person.
The four quadrants of our “Self” are Private, Public, Blind and Unknown.
The horizontal axis shows how much a person asks for & receives feedback.
The vertical axis measure the amount the person self-discloses & gives feedback.
This dynamic feedback model illustrates:
- People with high emotional intelligence (large ‘public self’ – orange box) ask for feedback, give feedback and self disclose often. They have well-developed public personas.
- Those who are protected (large ‘private self’ – green box) keep ‘what they know about themselves’ private. These individuals rarely choose to self-disclose. Their Private Selves are large, making it difficult for colleagues to comfortably collaborate and communicate with them. These individuals often control the flow of conversation by asking many questions. They rarely share their own experience. So, they don’t get much feedback so their Emotional Intelligence is suspect.
- Aggressive (large ‘blind self’ – yellow box) give plenty of feedback but don’t ask for it a lot – their Blind Selves dominate. They aren’t as aware of themselves or environment. This hampers their ability to work collaboratively or take in feedback from others. They have a low level of Emotional Intelligence.
- The Well of Potential (large ‘unknown self’ – brown box) these folks neither ask for feedback, nor give much feedback – if they started to open up, they would experience a great deal of professional and personal growth because they would be developing their Emotional Intelligence.
After seeing Julie & Julia, my girlfriend left the theater inspired to do more cooking – I left with the realization that this blog is a perfect vehicle for me to self-disclose. I can decrease my ‘private self’ while increasing my ‘public self’. As I write this I realize that will take additional courage on my part – yikes. I’ll get feedback!
I’m rarely at a loss for words. I think nothing of standing in front of 500 people to lead a professional development seminar. But spilling my guts in front of a video camera to post a new blog is scary. I get the shakes even writing this!
Back to the movie …
Julie trembled in her boots as she blogged about her frustrations, joys and commitment to learn how to cook the Julia Child way. She opened her Private Self to make her experience more public. I connected with her more deeply because of it.
Executives with high emotional intelligence are better able to lead and motivate their people.
Sharing their Private Selves is an important behavior. I realized that just standing up in front of a room and blogging are public activities, but it doesn’t automatically mean I’m revealing or connecting.
There is learning here for me, as there is for the CEO’s, sr. managers and executives that I work with.
Lets drop the hesitation. Pick-up a bit of courage. Boost our Emotional Intelligence. So, we’ll no longer miss an opportunity to gain more feedback and build deeper connections.
I’m committed to doing so – thanx Julie!
With time, courage, and your feedback, I’ll explore my Unknown Self, become more comfortable with my new Public Self, and get better results through improved Emotional Intelligence.
Are you comfortable sharing your Private Self in your business life? Think it might be important to develop your Emotional Intelligence? What do you think?
Download Feedback-Self Disclosure Matrix