ARE YOU PEEPING THROUGH A WINDOW? WILL IT HELP?

Anirudh Verma, a software engineer by profession is a small-town boy from Sitamarhi, Bihar. He completed his graduation from one of the reputed colleges in Patna.

Since graduating as a software engineer, he has been on a constant search for work. Seeing potential in him, his uncle brought him to Mumbai for employment purposes a few months ago.

With his intelligence and technical skills, he impressed his interviewer and succeeded in getting employment on a new project with a team of eight other engineers. The team is headed by Shreyas, an experienced software engineer who has been working in the industry for nearly twelve years. Shreyas has attended several managerial lectures and workshops throughout his career.

Being a fresher, Anirudh was not comfortable with his team. Since the team was made up of members from different cultural backgrounds, naturally there was a cultural difference amongst them. But more than that, he could not express himself clearly with the other members. Whenever he was faced with stress, he couldn’t ask for help from the other members. Anirudh would simply go to a window near the coffee vending machine and look out towards the outside world.

This behavioural pattern of Anirudh was noticed by his boss, Shreyas. His boss clearly understood the problem and decided to resolve it. For helping Anirudh, his boss arranged a presentation lecture on ‘Johari Window’.

Shreyas stated in his opening remarks that Johari Window is a very effective tool for self-awareness and personal development. It is equally useful for team development and understanding the relationship amongst the different members. He further said that it improves communications and interpersonal relationships.

Johari Window was developed by two American psychologists, Joseph Luft and Harry Ingham around 1950. The name Johari was taken from their first names Joe and Harry.

This tool is also known as ‘information processing tool’ since it gives information about feelings, experience, skills, attitude, views etc., about the person in relation to his team, from four different angles.

These four angles are also known as windows, or areas, or quadrants.

Each window represents different information – attitudes, feelings, motivation, etc. – in terms of whether the information is known or unknown by the person, and whether the same is known or unknown by others, in the case of his team members.

Image Source: Google.com

The four windows, areas or quadrants are represented and called as follows.

1. Open area or free self: What is known by the person about him/her and is also known by others.

2. Blind area or blind self: What is unknown by the person about him/her but it is known by others.

3. Hidden area or hidden self: What the person knows about him/her but the others do not know.

4. Unknown area or unknown self: What is unknown by the person about him/her and it also not known by others.

This is denoted by a window with four panes or four-square grid.

The Johari Window Panes:

• Let’s have each pane/quadrant of the same size.

• This may get modified in size to show the relevant information about a person in his team.

• In new teams, like Anirudh’s, the open space for any team member is small because they do not possess sufficient knowledge about each other.

• Once the team gets sufficiently ‘old’, the size of the open space of the team member will increase.

Johari Window Pane 1:

• Open/self area: This is also known as the free area or public area or area of free activity.

• This contains information about the person’s attitude, behaviour, feelings, emotions, knowledge, experience, skills, views, etc. known by the person (the self) and known by his team members (others).

• The aim of any team is to enhance the ‘open area’ for every member because when we work in this area with others, we are at our best and our team becomes more effective and productive.

• Here in this open area, good communication and co-operation take place which is free from misunderstanding, mistrust, confusion and conflict.

A bit more information about Pane 1:

• ‘Old’/established members naturally have a bigger open area than new team members.

• New members start with small open areas since they are not fully ‘known’.

• Other members can help them to expand their open areas by sharing feedback.

• A new member can expand his open area downwards into the hidden area by opening out his information, feelings etc.

• Team Leaders/Managers can play a significant role in requesting feedback and disclosure among their team members which can be extended to other members, especially new members.

• This will help these members to reduce their blind areas and thus increase their open space.

Johari Window Pane 2:

• Blind area/blind self: Things are known about a person by others but are unknown by the person him/herself.

• This may be ignorance about oneself or deliberate negligence.

• This is not an effective or productive space for any individual.

• The aim is to reduce this area considerably by seeking feedback from others and thereby to increase the open area. In other words, this is to increase self-awareness.

• Co-operative team members take responsibility for curtailing the blind area and increasing the open space by providing necessary feedback and encouraging disclosure.

• The team leader also facilitates to pass on non-judgemental feedback.

A bit more information about Pane 2:

• The members having a strong mutual understanding with the team are far more effective than the members of the team which do not understand each other.

• Members and team leaders should sincerely work to increase their open space and reduce their blind space.

Johari Window Pane 3:

• Hidden area/hidden self: This includes things that are known to ourselves but kept hidden or unknown from others.

• This includes information, feelings, emotions, etc., which is known to the person but he/she has not revealed to other members of the team.

• This also includes some sensitive fears, secrets, hidden agenda, etc.

• Organizational culture plays a vital role here. There should be total transparency in dealing with each other. Mutual trust is essential.

• Relevant hidden information should be moved into the open space preferably be employing a concept of ‘self-disclosure’.

Johari Window Pane 4:

• Unknown area/unknown self: The information, feelings, experiences etc., which are unknown to the person him/herself and unknown to others in the team.

• This can be sought by mutual or combined discovery.

• Counselling may help to uncover the unknown issues.

• The team leader can propose self-discovery among team members.

• There may be some past incidences; the bad memories may be still lingering in the minds of some members. The team leader can explore and find a remedy for this.

Now let’s consider the case of Anirudh who is a new member on the team. Which model of the Johari window would be the best applicable to him?

Let’s see the following figures and their explanation.

Johari Window Model for New Team Member:

• Here, the open/free area is small because others know very little about the new person.

• Again the blind area is also small because others know very little about the new person.

• The hidden area containing issues and feelings is a considerably big area.

• The unknown is the largest. The person might be lacking in self-knowledge or belief.

Johari Window Model for ‘Old’/Established Team Members:

• Here, the open free area is large because others know the person pretty well. Moreover, the person also knows themselves well.

• Through mutual discussions, disclosure and obtaining proper feedback, the open area has expanded and at the same time the sizes of hidden area, blind area, and unknown areas are reduced.

The Complete Johari Window Model:

Tuckman’s Theory:

As the team grows and attains maturity, it gets certain stability. Relationships are already established and the team changes into a cohesive one. The team leader slowly changes his leadership style as well. The leaders’ style started with a directing style which over time moved towards a coaching style. Eventually, leadership changed into participation, delegation, and finally a detached style.

The planned progression for leadership styles include:

• Forming

• Storming

• Norming

• Performing

Stage 1: Forming:

• Dependency on team leader is very high. Members approach the leader often for guidance and direction.

• The roles and responsibilities of individual members are not specified.

• Processes are seldom followed.

• The team leader has to provide a constant explanation about the team’s purpose, it’s objectives and external relationships.

• The leader has to be very patient and calm. His/her tolerance as well as the system’s tolerance is tested often.

• The leader directs his/her team members.

Stage 2: Storming:

• Decisions don’t come easily within the group, they have to pass several hurdles.

• Team members often fight for position as they try to settle themselves in respect to other members.

• Clarity of purpose is now somewhat increased but a number of uncertainties also crop up.

• Sometimes, small fights within the team are observed.

• Compromises become essential to enable progress as a whole.

• The team should be ideally focused on goals.

• The leader takes up the responsibility of coaching.

Stage 3: Norming:

• Mutual agreement and consensus are seen among team members and they respond positively with their leader.

• Roles, responsibilities, KRAs are very clear and are accepted by all members.

• Important decisions are made by the team through consultation with one another.

• The team is committed with strong unity.

• The team takes part in social activities together and they have fun.

• The team members discuss and develop the team’s purpose and its working style.

• There is respect for the leader and his/her leadership.

• The leader facilitates and enables the team to work efficiently.

Stage 4: Performing:

• The team is now in proper shape. It is strategically sound and knows its purpose.

• Members share their vision and the team is ready to accept any responsibility without the guidance and interference of their leader.

• The bond among the members has strengthened. They started enjoying their autonomy.

• Sometimes disagreements take place, but it is mutually resolved.

• Now the team is ready to work towards the decided goal. They also take care of the issues regarding relationships, style, and processes.

• Members take care of each other.

• Leader delegates and oversees the entire process and the team.

Forming, Storming, Norming, and Performing Model:

Image Source: Google.com

On that note, Shreyas finished his presentation and speech. He looked around to see the expressions and understanding of his team members. He also asked his teammates for feedback on the overall presentation. All his team members responded and talked positively.

Anirudh was moved to tears by the presentation by Shreyas. Anirudh’s team members also cheered for him and he visibly settled better within the team.