Managing Group Development using the Johari Window - Revision history

Tkokotas at 13:10, 18 December 2018

2018-12-18T13:10:35Z

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			''Developed by Marouana Oulfat Afroukh''


	'''The Johari Window''' is a psychological model for effective group development and self-awareness, and plants its roots in the human behavioural phenomenon. Failing to manage group development can result in ineffective group communication, and hence be the source of various downfalls of a project, streaming from prevention of information sharing to decreased performance and unproductiveness. In order to prevent these circumstances, the Johari Window will be discussed as a means to embrace '''self-awareness''', enable '''dynamics''', increase '''communication''' and create '''effective group development''' and draws upon psychological and managerial theories to enrich the model.		'''The Johari Window''' is a psychological model for effective group development and self-awareness, and plants its roots in the human behavioural phenomenon. Failing to manage group development can result in ineffective group communication, and hence be the source of various downfalls of a project, streaming from prevention of information sharing to decreased performance and unproductiveness. In order to prevent these circumstances, the Johari Window will be discussed as a means to embrace '''self-awareness''', enable '''dynamics''', increase '''communication''' and create '''effective group development''' and draws upon psychological and managerial theories to enrich the model.

S152191: /* The Unknown Area Quadrant */

2016-09-26T19:37:27Z

The Unknown Area Quadrant

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	This area represents an individual’s private information that is hidden from the rest of the group. This is e.g. fears, secrets, bad motives and work related information. That is not to say that all private and personal information should be exposed, it is thus the project manager’s role to steer a project group towards revealing information according to relevance and necessity. The aim in this area is to reduce the hidden area and hence demolish e.g. ineffective group communication, confusion and misunderstanding and increase the open/free area through moving relevant information into it to increase a mutual understanding.		This area represents an individual’s private information that is hidden from the rest of the group. This is e.g. fears, secrets, bad motives and work related information. That is not to say that all private and personal information should be exposed, it is thus the project manager’s role to steer a project group towards revealing information according to relevance and necessity. The aim in this area is to reduce the hidden area and hence demolish e.g. ineffective group communication, confusion and misunderstanding and increase the open/free area through moving relevant information into it to increase a mutual understanding.
	====The Unknown Area Quadrant====		====The Unknown Area Quadrant====
	This area represents an individual’s behaviour, feelings, experiences, attitudes, capabilities and skills that are unknown to ~~oneself~~ and to the group. The unknown factors can- if known- be used to great advantage within a group both to enhance competitive advantage and increase group effectiveness and efficiency. Relatively common unknown factors have been identified as being the following<ref name="Alan Chapman adaptation">Chapman, Alan. Businessballs. (2016). [http://www.businessballs.com/johariwindowmodel.htm Johari Window]. Retrieved 13 September 2016.</ref>:		This area represents an individual’s behaviour, feelings, experiences, attitudes, capabilities and skills that are unknown to the individual and the group. The unknown factors can, if known, be used to great advantage within a group both to enhance competitive advantage and increase group effectiveness and efficiency. Relatively common unknown factors have been identified as being the following<ref name="Alan Chapman adaptation">Chapman, Alan. Businessballs. (2016). [http://www.businessballs.com/johariwindowmodel.htm Johari Window]. Retrieved 13 September 2016.</ref>:
	*An ability that is under-estimated due to the lack of opportunity, encouragement, confidence or training.		*An ability that is under-estimated due to the lack of opportunity, encouragement, confidence or training.
	*A natural ability or skill that an individual does not realise they possess.		*A natural ability or skill that an individual does not realise they possess.

S152191: /* Limitations & Benefits */

2016-09-26T19:36:33Z

Limitations & Benefits

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	*'''Personal information exposure''': The Johari Window does not have a limit of the communication transferred throughout the group, instead it encourages members to communicate what is inside and enhance self-revealing. This can result in further conflicts within the group and prevent an effective group development to take place, as there can be group members who do not want certain information exposed. Individuals are different, with different limitations and perspectives. Certain individuals do not receive feedback in a positive manner, regardless of it being constructive. Thus, the drawback concerning this aspect is the failure to distinguish between individuals and cater to their needs.		*'''Personal information exposure''': The Johari Window does not have a limit of the communication transferred throughout the group, instead it encourages members to communicate what is inside and enhance self-revealing. This can result in further conflicts within the group and prevent an effective group development to take place, as there can be group members who do not want certain information exposed. Individuals are different, with different limitations and perspectives. Certain individuals do not receive feedback in a positive manner, regardless of it being constructive. Thus, the drawback concerning this aspect is the failure to distinguish between individuals and cater to their needs.

	*'''Cultural differences''': It is needless to say that each country aspires its own culture, the world is not made out of a tiny bubble with one unified culture. Thus, some cultures have limitations on what can and should be communicated, and can consequently perceive an openness as negative rather than positive.		*'''Cultural differences''': It is needless to say that each country aspires its own culture, the world is not made out of a tiny bubble with one unified culture. Thus, some cultures have limitations on what can and should be communicated, and can consequently perceive openness as negative rather than positive.

	''Benefits'':		''Benefits'':
	*'''Adaption to external and internal environment''': The model enables an ability to adapt to other group members and to different situations and simultaneously be tailored according to the situation.		*'''Adaption to external and internal environment''': The model enables an ability to adapt to other group members and to different situations and simultaneously be tailored according to the situation.
	*'''Flexibility''': The Johari Window also ~~acquire~~ the strength that it can act on itself or in combination with other models e.g. the Belbin’s team role identification and the Group Development process.		*'''Flexibility''': The Johari Window also acquires the strength that it can act on itself or in combination with other models e.g. the Belbin’s team role identification and the Group Development process.

S152191: /* The Johari Window in action - Blurring the Boundaries: Moving from Market research to consultancy */

2016-09-26T19:07:48Z

The Johari Window in action - Blurring the Boundaries: Moving from Market research to consultancy

← Older revision		Revision as of 19:07, 26 September 2016
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	===The Johari Window in action - Blurring the Boundaries: Moving from Market research to consultancy===		===The Johari Window in action - Blurring the Boundaries: Moving from Market research to consultancy===
	[[File:Skærmbillede 2016-09-25 kl. 17.13.14.png\|400px\|thumb\|right\|Figure 5. [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Modified Johari Window]]]		[[File:Skærmbillede 2016-09-25 kl. 17.13.14.png\|400px\|thumb\|right\|Figure 5. [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Modified Johari Window]]]
	'''''The second case'''''<ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 15 September 2016.</ref>, uses the Johari window as a '''strategic tool for optimum client-supplier relationship'''. The global organisation, MasterCard International started facing challenges regarding correction of the quarterly summaries concerning the credit card results, which in turn is used internally to assess performance and externally to prepare press releases and annual reports <ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>. The completeness and correction of the generated data was dissatisfying and a newly implemented quarterly reporting tool was not embraced by members <ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>. When analysed what the prospected factors for these downhills could be, the ~~result was~~ e.g. language issues, lack of training, different business models.		'''''The second case'''''<ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 15 September 2016.</ref>, uses the Johari window as a '''strategic tool for optimum client-supplier relationship'''. The global organisation, MasterCard International started facing challenges regarding correction of the quarterly summaries concerning the credit card results, which in turn is used internally to assess performance and externally to prepare press releases and annual reports <ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>. The completeness and correction of the generated data was dissatisfying and a newly implemented quarterly reporting tool was not embraced by members <ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>. When analysed what the prospected factors for these downhills could be, the results were e.g. language issues, lack of training, different business models.
	ACNielsen International Research ended up developing a synergistic approach that combined the strength of the company and could be used in the study on how to resolve these factors<ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>.		ACNielsen International Research ended up developing a synergistic approach that combined the strength of the company and could be used in the study on how to resolve these factors<ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>.

S152191: /* Group Development */

2016-09-25T21:41:03Z

Group Development

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	=== Group Development ===		=== Group Development ===
	[[File:Image thumb46.png\|450px\|thumb\|Right\|Figure 2. [http://cdn.yourarticlelibrary.com/wp-content/uploads/2015/08/image46.png The 5 stages of Group Development]]]		[[File:Image thumb46.png\|450px\|thumb\|Right\|Figure 2. [http://cdn.yourarticlelibrary.com/wp-content/uploads/2015/08/image46.png The 5 stages of Group Development]]]
	Described previously, the Johari Window can be used in group development when individuals become part of one unity. Each individual is different thus to unite a group can be both time consuming, and if not managed correctly, it can lead to decreased effectiveness and efficiency. The Johari Window explains the necessity to enlarge the open/free area and hence create a smoother group development process. In order to explore what happens when individuals become a unity, psychologist '''Bruce Tuckman''' developed the '''five stages of group development'''<ref name="Five stages">Jones, R. G. & George, M. J. (2015). Effective Team Management. Essentials of ~~Comtemporary~~ Management. 6th ed. New York: McGraw-Hill Education. 370-371.</ref>, see '''Figure 2''', and is perceived as being inevitable for every group to undergo regardless of the pace and particular environment.		Described previously, the Johari Window can be used in group development when individuals become part of one unity. Each individual is different thus to unite a group can be both time consuming, and if not managed correctly, it can lead to decreased effectiveness and efficiency. The Johari Window explains the necessity to enlarge the open/free area and hence create a smoother group development process. In order to explore what happens when individuals become a unity, psychologist '''Bruce Tuckman''' developed the '''five stages of group development'''<ref name="Five stages">Jones, R. G. & George, M. J. (2015). Effective Team Management. Essentials of Contemporary Management. 6th ed. New York: McGraw-Hill Education. 370-371.</ref>, see '''Figure 2''', and is perceived as being inevitable for every group to undergo regardless of the pace and particular environment.

	====Stage 1. Forming====		====Stage 1. Forming====

S152191: /* Communication and the Johari Window */

2016-09-25T21:40:28Z

Communication and the Johari Window

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	[[File:Shannon weaver model.jpg\|400px\|thumb\|right\|Figure 3. [http://communicationtheory.org/wp-content/uploads/2011/06/shannon_weaver_model.jpg Shannon-Weaver model of communication]]]		[[File:Shannon weaver model.jpg\|400px\|thumb\|right\|Figure 3. [http://communicationtheory.org/wp-content/uploads/2011/06/shannon_weaver_model.jpg Shannon-Weaver model of communication]]]
	Communication is an inevitable factor of effective group development, it is said that ''to manage is to communicate, and by communicating you manage''<ref name="quote1">Tonnquist, B. & Hørlück, J. (2009). Communication. Project Management - a complete guide. Denmark: The author and Hans Reitzels Forlag. 162.</ref>, hence not only does miscommunication affect the information flow, but it can also hinder project goals.		Communication is an inevitable factor of effective group development, it is said that ''to manage is to communicate, and by communicating you manage''<ref name="quote1">Tonnquist, B. & Hørlück, J. (2009). Communication. Project Management - a complete guide. Denmark: The author and Hans Reitzels Forlag. 162.</ref>, hence not only does miscommunication affect the information flow, but it can also hinder project goals.
	The Johari Window touch upon the understanding of each group member’s way of communicating and how information is transferred from the sender to the receiver. '''The Shannon-Weaver model of communication''''<ref name="Group development">Jones, R. G. & George, M. J. (2015). Communication and Information Technology Management. Essentials of ~~Comtemporary~~ Management. 6th ed. New York: McGraw-Hill Education. 430-432.</ref> <ref name="Group development2">Hayes, J. (2014). Communicating change. The Theory And Practice Of Change Management. 4th ed. New York: Palgrave Macmillan. 227.</ref>, see '''Figure 3''', describes the process from the ''sender'' to the ''receiver''.		The Johari Window touch upon the understanding of each group member’s way of communicating and how information is transferred from the sender to the receiver. '''The Shannon-Weaver model of communication''''<ref name="Group development">Jones, R. G. & George, M. J. (2015). Communication and Information Technology Management. Essentials of Contemporary Management. 6th ed. New York: McGraw-Hill Education. 430-432.</ref> <ref name="Group development2">Hayes, J. (2014). Communicating change. The Theory And Practice Of Change Management. 4th ed. New York: Palgrave Macmillan. 227.</ref>, see '''Figure 3''', describes the process from the ''sender'' to the ''receiver''.
	*'''The Sender''' is the information source that creates the message, chooses the channel and sends the message, to the encoder.		*'''The Sender''' is the information source that creates the message, chooses the channel and sends the message, to the encoder.
	*'''The Encoder''' is the transmitter who uses a machine e.g. a phone to convert the message into waves of binary data <ref name="Sneha Mishra">Mishra, S. Businesstopia. Shannon and Weaver Model Of Communication. (2016). [https://www.businesstopia.net/communication/shannon-and-weaver-model-communication Shannon and Weaver Model Of Communication]. Retrieved 12 September 2016.</ref>		*'''The Encoder''' is the transmitter who uses a machine e.g. a phone to convert the message into waves of binary data <ref name="Sneha Mishra">Mishra, S. Businesstopia. Shannon and Weaver Model Of Communication. (2016). [https://www.businesstopia.net/communication/shannon-and-weaver-model-communication Shannon and Weaver Model Of Communication]. Retrieved 12 September 2016.</ref>

S152191: /* Limitations & Benefits */

2016-09-25T21:36:43Z

Limitations & Benefits

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	Although it does have its limitations and should thus not be applied blindly, the Johari Window is an effective tool to manage Group Development. Individuals are capable of achieving great results, but the right tool(s), the right commitment, and an effective group can achieve outstanding results and as Hellen Keller once said: '''''Alone we can do so little, together we can do so much'''''<ref name="15 Quotes to Inspire Great Teamwork">Kerpen, ~~Dave~~. Inc. (2014). [http://www.inc.com/dave-kerpen/15-quotes-to-inspire-great-team-work.html 15 Quotes to Inspire Great Teamwork]. Retrieved 15 September 2016.</ref>.		Although it does have its limitations and should thus not be applied blindly, the Johari Window is an effective tool to manage Group Development. Individuals are capable of achieving great results, but the right tool(s), the right commitment, and an effective group can achieve outstanding results and as Hellen Keller once said: '''''Alone we can do so little, together we can do so much'''''<ref name="15 Quotes to Inspire Great Teamwork">Kerpen, D. Inc. (2014). [http://www.inc.com/dave-kerpen/15-quotes-to-inspire-great-team-work.html 15 Quotes to Inspire Great Teamwork]. Retrieved 15 September 2016.</ref>.

	==See also==		==See also==

S152191: /* The Johari Window in action - Blurring the Boundaries: Moving from Market research to consultancy */

2016-09-25T21:31:29Z

The Johari Window in action - Blurring the Boundaries: Moving from Market research to consultancy

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	===The Johari Window in action - Blurring the Boundaries: Moving from Market research to consultancy===		===The Johari Window in action - Blurring the Boundaries: Moving from Market research to consultancy===
	[[File:Skærmbillede 2016-09-25 kl. 17.13.14.png\|400px\|thumb\|right\|Figure 5. [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Modified Johari Window]]]		[[File:Skærmbillede 2016-09-25 kl. 17.13.14.png\|400px\|thumb\|right\|Figure 5. [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Modified Johari Window]]]
	'''''The second case'''''<ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 15 September 2016.</ref>, uses the Johari window as a '''strategic tool for optimum client-supplier relationship'''. The global organisation, MasterCard International started facing challenges regarding correction of the quarterly summaries concerning the credit card results, which in turn is used internally to assess performance and externally to prepare press releases and annual reports <ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>. The completeness and correction of the generated data was dissatisfying and a newly implemented quarterly reporting tool was not embraced by members <ref name="Blurring the Boundaries">Tullo, ~~John~~., Desai, ~~Sonali~~., Rhall, ~~Travyn~~. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>. When analysed what the prospected factors for these downhills could be, the result was e.g. language issues, lack of training, different business models.		'''''The second case'''''<ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 15 September 2016.</ref>, uses the Johari window as a '''strategic tool for optimum client-supplier relationship'''. The global organisation, MasterCard International started facing challenges regarding correction of the quarterly summaries concerning the credit card results, which in turn is used internally to assess performance and externally to prepare press releases and annual reports <ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>. The completeness and correction of the generated data was dissatisfying and a newly implemented quarterly reporting tool was not embraced by members <ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>. When analysed what the prospected factors for these downhills could be, the result was e.g. language issues, lack of training, different business models.
	ACNielsen International Research ended up developing a synergistic approach that combined the strength of the company and could be used in the study on how to resolve these factors<ref name="Blurring the Boundaries">Tullo, ~~John~~., Desai, ~~Sonali~~., Rhall, ~~Travyn~~. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>.		ACNielsen International Research ended up developing a synergistic approach that combined the strength of the company and could be used in the study on how to resolve these factors<ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>.

	The outcome of the approach was a profound understanding of exactly how the reporting system was administered to members from start to end, how they were constructed and the inter-relationships <ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>. The findings were gathered to construct an interview guide to generate data about member’s likes, dislikes, reporting needs and suggestions for improving the quarterly reporting tool<ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref> to enlarge the knowledge behind why the tool was not embraced by members.		The outcome of the approach was a profound understanding of exactly how the reporting system was administered to members from start to end, how they were constructed and the inter-relationships <ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>. The findings were gathered to construct an interview guide to generate data about member’s likes, dislikes, reporting needs and suggestions for improving the quarterly reporting tool<ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref> to enlarge the knowledge behind why the tool was not embraced by members.

S152191: /* The Johari Window in action - Blurring the Boundaries: Moving from Market research to consultancy */

2016-09-25T21:30:48Z

The Johari Window in action - Blurring the Boundaries: Moving from Market research to consultancy

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	===The Johari Window in action - Blurring the Boundaries: Moving from Market research to consultancy===		===The Johari Window in action - Blurring the Boundaries: Moving from Market research to consultancy===
	[[File:Skærmbillede 2016-09-25 kl. 17.13.14.png\|400px\|thumb\|right\|Figure 5. [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Modified Johari Window]]]		[[File:Skærmbillede 2016-09-25 kl. 17.13.14.png\|400px\|thumb\|right\|Figure 5. [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Modified Johari Window]]]
	'''''The second case'''''<ref name="Blurring the Boundaries">Tullo, ~~John~~., Desai, ~~Sonali~~., Rhall, ~~Travyn~~. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 15 September 2016.</ref>, uses the Johari window as a '''strategic tool for optimum client-supplier relationship'''. The global organisation, MasterCard International started facing challenges regarding correction of the quarterly summaries concerning the credit card results, which in turn is used internally to assess performance and externally to prepare press releases and annual reports <ref name="Blurring the Boundaries">Tullo, ~~John~~., Desai, ~~Sonali~~., Rhall, ~~Travyn~~. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>. The completeness and correction of the generated data was dissatisfying and a newly implemented quarterly reporting tool was not embraced by members <ref name="Blurring the Boundaries">Tullo, John., Desai, Sonali., Rhall, Travyn. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>. When analysed what the prospected factors for these downhills could be, the result was e.g. language issues, lack of training, different business models.		'''''The second case'''''<ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 15 September 2016.</ref>, uses the Johari window as a '''strategic tool for optimum client-supplier relationship'''. The global organisation, MasterCard International started facing challenges regarding correction of the quarterly summaries concerning the credit card results, which in turn is used internally to assess performance and externally to prepare press releases and annual reports <ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>. The completeness and correction of the generated data was dissatisfying and a newly implemented quarterly reporting tool was not embraced by members <ref name="Blurring the Boundaries">Tullo, John., Desai, Sonali., Rhall, Travyn. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>. When analysed what the prospected factors for these downhills could be, the result was e.g. language issues, lack of training, different business models.
	ACNielsen International Research ended up developing a synergistic approach that combined the strength of the company and could be used in the study on how to resolve these factors<ref name="Blurring the Boundaries">Tullo, John., Desai, Sonali., Rhall, Travyn. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>.		ACNielsen International Research ended up developing a synergistic approach that combined the strength of the company and could be used in the study on how to resolve these factors<ref name="Blurring the Boundaries">Tullo, John., Desai, Sonali., Rhall, Travyn. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>.

	The outcome of the approach was a profound understanding of exactly how the reporting system was administered to members from start to end, how they were constructed and the inter-relationships <ref name="Blurring the Boundaries">Tullo, ~~John~~., Desai, ~~Sonali~~., Rhall, ~~Travyn~~. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>. The findings were gathered to construct an interview guide to generate data about member’s likes, dislikes, reporting needs and suggestions for improving the quarterly reporting tool<ref name="Blurring the Boundaries">Tullo, ~~John~~., Desai, ~~Sonali~~., Rhall, ~~Travyn~~. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref> to enlarge the knowledge behind why the tool was not embraced by members.		The outcome of the approach was a profound understanding of exactly how the reporting system was administered to members from start to end, how they were constructed and the inter-relationships <ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>. The findings were gathered to construct an interview guide to generate data about member’s likes, dislikes, reporting needs and suggestions for improving the quarterly reporting tool<ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref> to enlarge the knowledge behind why the tool was not embraced by members.

	'''The result''' of the study contributed with the usage of the '''Johari Window''' to stress out that the effective decision-making and hence the success of the study would not have happened if the members would have had separate initiatives, methods and would not have collaborated as a group. The Johari Window thus acted as a means to replicate the success of the study in future client-supplier relationships<ref name="Blurring the Boundaries">Tullo, ~~John~~., Desai, ~~Sonali~~., Rhall, ~~Travyn~~. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>.		'''The result''' of the study contributed with the usage of the '''Johari Window''' to stress out that the effective decision-making and hence the success of the study would not have happened if the members would have had separate initiatives, methods and would not have collaborated as a group. The Johari Window thus acted as a means to replicate the success of the study in future client-supplier relationships<ref name="Blurring the Boundaries">Tullo, J., Desai, S., Rhall, T. Consumer Insight. Blurring the Boundaries: Moving from Market research to consultancy case study. (2004). [https://www.wiziq.com/tutorial/50520-Case-study-of-johari-window-concept Blurring the Boundaries: Moving from Market research to consultancy case study]. Retrieved 14 September 2016.</ref>.
	The two relationship axes in the Johari Window, see '''Figure 5''', was modified into the following:		The two relationship axes in the Johari Window, see '''Figure 5''', was modified into the following:

S152191: /* Annotated Bibliography */

2016-09-25T21:27:58Z

Annotated Bibliography

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	== Annotated Bibliography ==		== Annotated Bibliography ==

	*Ref. 4: Chapman, A. Businessballs. (2016). Johari Window. Retrieved 13 September 2016.		*''Ref. 4'': Chapman, A. Businessballs. (2016). Johari Window. Retrieved 13 September 2016.
	'''Annotation''': This article gives a profound understanding of the basic theory behind the Johari Window. The author enhances the knowledge by diving into the core factors of the model, starting with a brief background story and leads the reader into a throughout explanation of the four quadrants. Furthermore, the author enriches the article with two examples i.e. ''The Johari Window new team member'' and ''The Johari Window established team member''. The article ends with giving an insight into further ideas in which the Johari Window can be used in training, learning and development. Lastly, due to that the information concerning the Johari Window is vastly spread in books, different articles, and webpages, this article collects all the main points and gives a clear overview of the model in one place.		'''Annotation''': This article gives a profound understanding of the basic theory behind the Johari Window. The author enhances the knowledge by diving into the core factors of the model, starting with a brief background story and leads the reader into a throughout explanation of the four quadrants. Furthermore, the author enriches the article with two examples i.e. ''The Johari Window new team member'' and ''The Johari Window established team member''. The article ends with giving an insight into further ideas in which the Johari Window can be used in training, learning and development. Lastly, due to that the information concerning the Johari Window is vastly spread in books, different articles, and webpages, this article collects all the main points and gives a clear overview of the model in one place.


	*Ref. 5,8,12: Tonnquist, B. & Hørlück, J. (2009). Project Management - a complete guide. Denmark: The author and Hans Reitzels Forlag.		*''Ref. 5,8,12'': Tonnquist, B. & Hørlück, J. (2009). Project Management - a complete guide. Denmark: The author and Hans Reitzels Forlag.
	'''Annotation''': This book gives a quick overview of the Johari Window and combines it with the management of projects. Furthermore, the book also addresses e.g. communication, feedback and group development tools. It is archived from the Project Management course taken place at the University of Southern Denmark, and creates a fundamental understanding of the different tools and theories that a project manager can take great use of and might encounter at the workplace.		'''Annotation''': This book gives a quick overview of the Johari Window and combines it with the management of projects. Furthermore, the book also addresses e.g. communication, feedback and group development tools. It is archived from the Project Management course taken place at the University of Southern Denmark, and creates a fundamental understanding of the different tools and theories that a project manager can take great use of and might encounter at the workplace.


	*Ref. 13,14: Prodcons Group. Johari Window. (2011). Johari Window. Retrieved 13 September 2016.		*''Ref. 13,14'': Prodcons Group. Johari Window. (2011). Johari Window. Retrieved 13 September 2016.
	'''Annotation''': This website gives a profound insight into the usage of the Johari Window as well as a theoretical overview of the model. The company Podcons Group are head of the site and have management consultants who are trained within the use of the Johari Window. The company writes articles that helps with getting a broader understanding of the model in a group development context, while simultaneously creating a forum in which a case example of the application and results are displayed.		'''Annotation''': This website gives a profound insight into the usage of the Johari Window as well as a theoretical overview of the model. The company Podcons Group are head of the site and have management consultants who are trained within the use of the Johari Window. The company writes articles that helps with getting a broader understanding of the model in a group development context, while simultaneously creating a forum in which a case example of the application and results are displayed.


	*Ref. 2: Beganu, N. C. & Nitan, M. M. Armyacademy. The Johari Window: A Model of Feedback and Selfdisclosure in Training. Retrieved 15 September 2016.		*''Ref. 2'': Beganu, N. C. & Nitan, M. M. Armyacademy. The Johari Window: A Model of Feedback and Selfdisclosure in Training. Retrieved 15 September 2016.
	'''Annotation''': This article gives an insight into the use of the Johari Window with the primary role to act as a feedback mechanism to give and receive feedback. The article is tailored to the training of military personnel, and hence showcases the Johari Window as a flexible model with the ability to be tailored to different settings. The authors give a throughout description of the model and associates the four quadrants with types of training participants. Lastly, the authors touch upon limitations of the model.		'''Annotation''': This article gives an insight into the use of the Johari Window with the primary role to act as a feedback mechanism to give and receive feedback. The article is tailored to the training of military personnel, and hence showcases the Johari Window as a flexible model with the ability to be tailored to different settings. The authors give a throughout description of the model and associates the four quadrants with types of training participants. Lastly, the authors touch upon limitations of the model.