{"id":1283,"date":"2017-10-20T02:35:48","date_gmt":"2017-10-20T02:35:48","guid":{"rendered":"http:\/\/blog.resourcezoneinternational.com\/?p=1283"},"modified":"2019-07-06T04:37:45","modified_gmt":"2019-07-06T04:37:45","slug":"coaching-and-the-johari-window","status":"publish","type":"post","link":"https:\/\/blog.resourcezone.com.au\/?p=1283","title":{"rendered":"Coaching and the Johari Window"},"content":{"rendered":"

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Good coaching and feedback giving should help to facilitate the whole process of self-discovery. A useful model for better understanding some of the subtleties of interpersonal communication is the \u201cJohari Window.\u201d\u00a0 Named after the inventors, Joseph Luft and Harry Ingham, the Johari Window describes the process of human interaction through a paned window visual diagram. The window divides personal awareness into four different quadrants, each of which represents a different type: Open, Blind, Hidden, and Unconscious.<\/p>\n

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Open<\/strong><\/h5>\n

In this quadrant, information exists that is both \u201cknown to others\u201d and \u201cknown to self.\u201d\u00a0 For example, a new coachee might share basic information about him or herself during the first coaching session, such as what they do, how long they have been doing it, previous experience and family background.\u00a0 This data is then in the \u201copen\u201d area (also referred to as the \u201carena\u201d).\u00a0 The more an individual shares, the larger the \u201copen\u201d zone becomes.<\/p>\n

Hidden<\/strong><\/h5>\n

In the \u201chidden\u201d quadrant exists information about an individual that has yet to be disclosed; communication that is \u201cknown to self\u201d, but \u201cunknown to others.\u201d\u00a0 Over time, a Coachee may progressively disclose more and more about his or her \u201chidden\u201d self, thus expanding the \u201copen\u201d quadrant and shrinking the \u201chidden\u201d quadrant.\u00a0 Naturally, the more comfortable one feels with a particular situation, the more self-disclosure is likely to take place.\u00a0 Moving from the \u201chidden\u201d zone is largely dependent upon mutual trust.<\/p>\n

Blind<\/strong><\/h5>\n

The \u201cblind\u201d area contains information that is \u201cunknown to self\u201d, but \u201cknown to others.\u201d\u00a0 The only way to move communication from the \u201cblind\u201d zone to the \u201copen\u201d zone is through feedback.\u00a0 Everyone has \u201cblind spots,\u201d and one-on-one feedback is one way to learn more about them.\u00a0 The extent to which someone asks for and welcomes feedback greatly influences how likely he or she is to get it.<\/p>\n

Unconscious<\/strong><\/h5>\n

Information in this last quadrant is that which exists, but has yet to be known either by self or others. For example, a coachee may have considerable skills that he or she has not become aware of. Given the right conditions, this truth may be discovered at some point, or may not.\u00a0 Others may see it and share that information, or they may not. The \u201cunconscious\u201d quadrant represents potentiality.<\/p>\n

Common principles between the Johari Window and other behavioural models<\/strong><\/h5>\n

It is often helpful to compare the Johari Window model to other four-quadrant grid type behavioural models, notably Bruce Tuckman\u2019s Forming, Storming, Norming, Performing team development model or also Paul Hersey\u2019s Situational Leadership\u00ae development and management styles model. The common principle is that as the coachee matures and communications improve, so outcomes improve too, as less energy is spent on internal issues and clarifying understanding and more effort is devoted to external aims and productive output.<\/p>\n

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\nColin is the Director of ResourceZone International. He has 35 years of ministry experience as a pastor, college lecturer and consultant\/coach to consultants, denominational leaders and local church pastors. He can be reached at info@resourcezoneinternational.com<\/a><\/p>\n

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