Describe about the Johari Window?
According to Barker and Gower (2010) in an organization, communication is one of the essential parts that allow the free flow of information and data within the team members. The Johari Window is a simple tool that is used within the organization for effective as well as efficient communication. This helps the employees in understanding about themselves as well as also helps in understanding about the other team members (Argenti, 2013). This assignment will be dealing with the effectiveness and utility of Johari window within an organization for free flow as well as effective communication.
Pateman (2014) commented on the fact that the Johari Window is a communication form that helps in improving understanding among the individuals. This is also termed as a disclosure or feedback model that represents the feelings, attitudes, skills, motivations, intentions etc. It is done for building a trust among others by disclosing information among each other. In addition to this, Rice (2012) also had a view that this model will also facilitate the feedback from others that helps to learn about them regarding their personal issues. It is a simple tool that helps in personal development, self awareness, improving communications and also helped in interpersonal relationships. In addition to this, it also helps in team development along with improve the relationship between the group (Wilson, 1992). It is a simple model of communication that can be used in several environments as well as situation. It contains 4 regions or quadrants such as- Open area, blind area, hidden area and unknown area that helps in clear understanding the communication within the organization (Salisbury, 2014). The Johari Window is shown below-
Figure 1: Johari Window
(Source: Salisbury, 2014, pp. 85)
The 1st quadrant shows the open area where information regarding the individuals is known to self as well to others in the group. According to Ye and Churchill (2003) out of the four grids, the 1st grid is the open area is a space where the communications and cooperation occur. It is free from any kind of confusion, conflict, mistrust, distractions and misunderstanding in order to make the group more productive and effective. Williams and Wise (2000) commented on the fact that the open area is a free area or public area where the feelings of the employees are easily shared with each other in order to make the work place dynamic and prolific in nature. It is said that the already established area have large areas in compare to new team members. The new team members are less open to the open area and relatively less knowledge is shared among the new employees. For making the new employees as a part of the organization, the old employees need to help the new employees for opening them up in order to build new relationships among the team members.
The other employees also facilitate other team members in expanding their open areas through feedback. In addition to this Reina et al. (2006) had an opinion that the size of the 1st grid or open area can also get increased vertically downwards into the avoided space. This happens when the person discloses the information and feelings about the team members as well as the team. Moreover, the person also expands into the open area by requesting the person about them. According to Harvell (2006) the managers and leaders also play a significant role in getting feedback and directly giving feedback to the individuals in the open area. It is believed that more the information will be flowing in the organization or the group, the more the employees will be closely knotted to each other which will result in higher level of co-operation and productivity (Marquis and Huston, 2006).
Morrison (2002) commented on the fact that the 2nd grid that consists of the blind area or blind spot is concerned about a person that is known by other employees but is still unknown by him or her. The information regarding an employee or individual is only known to other employees but is totally unknown to the employee himself or herself. It is not a very productive or effective space for the groups or individuals. The mangers as well as the team members take the responsibility in order to reduce the blind area. This is because; according to Lukka and Granlund (2002) decreasing it encourages the team work and also increases the open area that is essential for the better productivity. This also reduces the fear of the new employees which in return promotes more communication between the old employees and new employees within the organization.
Bagga and Srivastava (2014) had an opinion that it contains the information, feelings, aptitudes, experiences, abilities of the person that an individual; cannot recognize within themselves but is easily identified by the other employees of the group. When this window is opened by an employee for that employee who is unknown regarding his or her facts, opens a window that helps increase in trust. In addition to this, this unknown facts when comes into limelight, it motivates the employees to work more enthusiastically and effectively for achieving the goals that are set for him or her. ArguÌden (2011) commented on the very fact that if the hidden facts regarding the employees are brought forward and are utilized in a positive way, then the employees feel much comfortable and blessed. This can also lead to higher productivity of the organization. Some examples can be cited such as- discussion regarding the bad breath of an employee or salad teeth or an employee’s more talkativeness in the conference room etc.
According to Mulkeen (2008) the 3rd quadrant also known as Hidden Area defines the information that is known to the employees but is kept hidden from other employees. It contains the information, attitude, beliefs, trust that an employee possess within oneself but is not at all disclosed to others. Means and Adams (2005) commented on the fact that these areas are private areas that maybe the employees don’t want to share with other employees. Opening up this area among other employees surely helps in building trust as well as strengthening the relationship between the employees. Once the employees start opening up themselves among others and starts sharing their feelings, beliefs and attitudes, this leads to the employees progressing towards the open area (Prendergast and Stole, 1999). As a result this helps in greater communication and interaction among the employees. This also leads to greater productivity, understanding as well as builds trust among the employees.
Harvell (2006) commented on the fact that opening up the private area also helps the employees in building trust on each other and relying on each other. The mote the employees will be unfolding acts about them, the more that employee will be approaching towards the public arena. This will levitate the bonding between the employees where the employees can work together for their self development as well as development of the organization as a sum total. This levitates the motivation of the employees since the more the employees will be communicating with each other, and the more they will come to know about each other. Barker and Gower (2010) had an opinion regarding this is that it will ultimately turn beneficial for the organization as well as within the team members. Some examples can also be cited regarding this quadrant such as- an employee’s belief while making a new starts of a new job, the religious belief etc.
Conclusion
Communication is an inseparable portion of the organization that helps in easy flowing of information among the employees. There are certain portions of Johari Windows that shows that there is certain information that are known to the employee himself or herself and also is known to others. In addition to this, there are certain portions named blind spot where the information regarding an employee is unknown to that person but is known to others. Moreover, the hidden area of the Johari Window contains information that is specially known to the specified employees but is totally unknown to other employees.
References
Argenti, P. (2013). Corporate communication. Boston: McGraw-Hill Irwin.
ArguÌden, R. (2011). Keys to governance. Basingstoke: Palgrave Macmillan.
Bagga, T. and Srivastava, S. (2014). SHRM: alignment of HR function with business strategy. Strategic HR Review, 13(4/5).
Barker, R. and Gower, K. (2010). Strategic Application of Storytelling in Organizations: Toward Effective Communication in a Diverse World. Journal of Business Communication, 47(3), pp.295-312.
Harvell, L. (2006). Effective Communication: A Comparison of Tools for Organizations. Review of Communication, 6(1-2), pp.141-143.
Lukka, K. and Granlund, M. (2002). The fragmented communication structure within the accounting academia: the case of activity-based costing research genres. Accounting, Organizations and Society, 27(1-2), pp.165-190.
Marquis, B. and Huston, C. (2006). Leadership roles and management functions in nursing. Philadelphia: Lippincott Williams & Wilkins.
Means, J. and Adams, T. (2005). Facilitating the project lifecycle. San Francisco: Jossey-Bass.
Morrison, E. (2002). Information Seeking Within Organizations. Human Communication Research, 28(2), pp.229-242.
Mulkeen, D. (2008). How can the HR team improve internal communication?. Strategic HR Review, 7(2).
Pateman, J. (2014). Progressive HR drives business change. Strategic HR Review, 13(3).
Prendergast, C. and Stole, L. (1999). Restricting the means of exchange within organizations. European Economic Review, 43(4-6), pp.1007-1019.
Reina, D., Reina, M. and Reina, D. (2006). Trust & betrayal in the workplace. San Francisco: Berrett-Koehler.
Rice, G. (2012). Book review-Effective communication for executives, strategists, and healthy organizations. Glob. Bus. Org. Exc., 32(1), pp.85-89.
Salisbury, M. (2014). Embedding Learning within the Processes of Organizations. International Journal of Knowledge-Based Organizations, 4(1), pp.80-91.
Williams, A. and Wise, A. (2000). Implementing virtual organizations: An approach to balancing the use of information and communication technologies within organizations. Industry and Higher Education, 14(4), pp.265-275.
Wilson, D. (1992). Diagonal Communication Links Within Organizations. Journal of Business Communication, 29(2), pp.129-143.
Ye, Y. and Churchill, E. (2003). Agent Supported Cooperative Work. Boston, MA: Springer US
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