Improving Interpersonal Relationships: Johari Window

Leading for Innovation – 3.8.2 Objectives of Day Three 1. Discuss the use of the Johari Window as a tool to improve interpersonal relationships 2. Identify factors which influence people and promote motivation 3. Discuss and apply the concept of feedback 4. Plan actions for future activities 5. Evaluation and provide feedback on the workshop Leading for Innovation – 3.8.2

Leading for Innovation – 3.8.3 Schedule of Day Three 08:30 – 09:00 Opening of the Day’s Activities 09:00 – 10:30 Session 8. Improving Interpersonal Relationships: Johari Window 10:45 – 11:30 Session 8. (Continued) 11:30 – 13:00 Session 9. The Importance of Feedback 14:00 – 14:45 Session 9. (Continued) 14:45 – 15:30 Session 10. Organizations for Innovation Systems 15:45 – 17:00 Session 10. (Continued) 17:00 – 17:30 Session 11. Participant Action Plan Approach and Workshop Evaluation and Final Remarks and Closing Tea/Coffee Break Lunch Tea/Coffee Break Leading for Innovation – 3.8.3

Leading for Innovation – 3.8.4 Objective of Session 8 1. Discuss the use of the Johari Window as a tool to improve interpersonal relationships Leading for Innovation – 3.8.4

Leading for Innovation – 3.8.5 The Efficiency of a Manager  The efficiency of a manager depends not only on his/her technical experience and knowledge  But mostly on the quality of his/her relationships Leading for Innovation – 3.8.5

To succeed with others, it is important to explore different ways to make your relationships productive Leading for Innovation – 3.8.6

Leading for Innovation – 3.8.7 Perception The quality of our interactions and communication depends on: the level of perception of yourself and of others Leading for Innovation – 3.8.7

Leading for Innovation – 3.8.8 Perception Do you succeed to see yourself through the eyes of others? Do you succeed to see others like they see themselves? Leading for Innovation – 3.8.8

Leading for Innovation – 3.8.9 Perception Looking at the perception that we have of ourselves and of others, we need to recognize the different parts of each personnality Leading for Innovation – 3.8.9

Leading for Innovation – 3.8.10 Johari Window Joseph Luft and Harry Ingham Open self Blind self Concealed self Unknown self Leading for Innovation – 3.8.10

Leading for Innovation – 3.8.11 Johari Window AF I know others know I do not know others know SE I know others do not know I do not know others do not know Leading for Innovation – 3.8.11

Leading for Innovation – 3.8.12 Interpersonal Style 1 AF SE Unknown self Leading for Innovation – 3.8.12

Leading for Innovation – 3.8.13 Interpersonal Style 1 CHARACTERISTICS Personal potential is not exploited Creativity is suppressed Persons hardly ask feedback or exercise self-exposure They present rigid behavior, hardly take risks They are usually quiet, reserved, and avoid group participation ANALYSIS This behavior seems to be related to interpersonal anxiety / lack of self-confidence Persons prefer to withdraw rather to self-expose and “grow” CONSEQUENCES Persons usually: attract hostility develop loneliness show dissatisfaction live isolated avoid friendship Leading for Innovation – 3.8.13

Leading for Innovation – 3.8.14 Interpersonal Style 2 AF SE Concealed self Concealed self Leading for Innovation – 3.8.14

Leading for Innovation – 3.8.15 Interpersonal Style 2 CHARACTERISTICS They hardly self-expose They hardly express their ideas, judgments, and actions They ask feedback from others about their performance and behavior Consequently, they reduce “blind self” They do not share experience and prevent people from learning from them ANALYSIS They seem to be afraid of being rejected or receiving aggressiveness from others They are afraid of not receiving support if others get to know their thoughts and feelings of ambition They show lack of self-confidence and believe they are able to manipulate and control others (power) through the process of omitting information Leading for Innovation – 3.8.15

Leading for Innovation – 3.8.16 Interpersonal Style 2 CONSEQUENCES These persons usually: generate tension and negative feeling among peers develop rejection and antipathy among others, including avoidance are considered selfish and useless in terms of group development Leading for Innovation – 3.8.16

Leading for Innovation – 3.8.17 Interpersonal Style 3 AF Blind self SE Concealed self Leading for Innovation – 3.8.17

Leading for Innovation – 3.8.18 Interpersonal Style 3 CHARACTERISTICS These persons often use the process of self-exposure They hardly ask feedback They participate actively in groups giving information They give feedback to others easily, tell others what they think and feel towards them They are very critical They have high concept of themselves. They like to boast and put people down. “They are the best in life” ANALYSIS This kind of people hurt others easily as they assume the behavior of being frank, honest, and constructive to others In general, others perceive these individuals as very self-centered They are insensitive to feedback. They do not care about how people perceive/ see them Unconsciously, they are afraid of knowing their self-image Leading for Innovation – 3.8.18

Leading for Innovation – 3.8.19 Interpersonal Style 3 CONSEQUENCES These persons usually: generate negative feeling among peers cause peers to feel disrespected by them cause peers to often develop lack of confidence, hostility, and to become very defensive when dealing with them tend to increase their “blind self” as they lack a chance of receiving feedback from others on their behavior Leading for Innovation – 3.8.19

Leading for Innovation – 3.8.20 Interpersonal Style 4 AF Open self SE Concealed self Leading for Innovation – 3.8.20

Leading for Innovation – 3.8.21 Interpersonal Style 4 CHARACTERISTICS These persons maintain an IDEAL behavior to facilitate an interpersonal relationship They frequently exercise both processes: ask feedback and self-exposure They permit frankness, sincerity, etc. They use emphatic communication very often They have an open communication in groups, discussing thoroughly any issue to avoid misunderstanding ANALYSIS In general, they are self-confident, ready to take risks and evaluate results They promote chances for innovation, implementation of new ideas They are not afraid of losing face, because they believe that they are in a constant process of learning They help to promote and develop effective and modern organizations Leading for Innovation – 3.8.21

Leading for Innovation – 3.8.22 Interpersonal Style 4 CONSEQUENCES These persons usually: generate high expectation of productivity, supportiveness among the peers can also generate defensive behavior of others who are not used to deal with authentic behavior contribute to change ways and interpersonal relationship within the environment, implementing openness, genuineness, etc. However, this is a very slow process Leading for Innovation – 3.8.22