1. Improving Interpersonal Relationships: Johari Window

2. 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

3. 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

4. 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

5. 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

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

7. 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

8. 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

9. 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

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

11. 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 –

12. Leading for Innovation – 3.8.12
Interpersonal Style 1 AF SE
Unknown
self
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13. 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
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14. Leading for Innovation – 3.8.14
Interpersonal Style 2 AF SE
Concealed
self
Concealed
self
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15. 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
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16. 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
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17. Leading for Innovation – 3.8.17
Interpersonal Style 3 AF
Blind self SE
Concealed
self
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18. 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
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19. 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
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20. Leading for Innovation – 3.8.20
Interpersonal Style 4 AF
Open self SE
Concealed
self
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21. 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
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22. 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 –