Without confidence, training is judged at the level of preferential exchange. But how can managers know if their communication style is based or corrupted? The Johari window provides a simple approach to increasing trustworthiness.
The model suggests that there are two factors in our behavior. There are factors in our behavior that we are aware of – & # 39; known of course & # 39; and aspects of our behavior that others are aware of – & # 39; know others. If we were to land this for an explanation, we would come up with a classic four box model with four behavioral arrangements.
Blind (Known for Other Than
Open Window (Known For Itself and Known For Others)
Unknown (Not Known to Others and Not Known In Itself)
Customize from J. Luft "The Johari Window" Human Relations Training News, Vol 5 (1961)
The Johari window was conceived by Joe Luft and Harry Ingram (since the name) as a means of analyzing human relations styles. It suggests that there are two sources we learn about our communication style: ourselves and others.
The open area contains behavioral images and feelings that we know and others. The basic assumption of the model is that the efficiency of our personal communication increases the larger this window becomes.
The secret includes all the thoughts, feelings and ideas we choose to keep ourselves. The secret represents a large part of our behavior when among strangers – there s em is not much known about each other and trust is low.
The blind area is so-called because it contains these behaviors in the world of vision, but we may be ignorant. Red face, scowling executive crying, "I'm not angry!" and the customer said, "Yes, I understand" while frowning and looking surprised are classic examples.
Unknown area represents the most profound aspects of our personality who are not aware of ourselves or others around us. It's really the reality of highly trained psychologists and not something to get in here.
Open space can be increased in two ways. First, we can report it; that is, tell other elements about ourselves, our values and thoughts that they do not know now. Secondly, we can be open feedback so that people can raise awareness about things we do or say without realizing the impact.
Open and honest communication with feedback and publication are the characteristics of all the successful teams and you can start using these features immediately.
Before today, try to publish one fact about yourself and offer constructive feedback to partners. When trust is built, encourage your team to give you some comments. The more you do this will build a trustworthy building on the team and, therefore, it will suffer.