The Johari Window - Revision history

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Summary

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	The Unknown quadrant is the most difficult to explore, as this is an area unknown to both self and others. Managers can foster the exploration of the Unknown by letting their employees seek new adventures, try new skills and giving them freedom. It is also suggested that one can explore the Unknown through feedback from people or teams, not directly involved in their work. This can for instance be doctors seeking feedback from their patients or the family of their patients.		The Unknown quadrant is the most difficult to explore, as this is an area unknown to both self and others. Managers can foster the exploration of the Unknown by letting their employees seek new adventures, try new skills and giving them freedom. It is also suggested that one can explore the Unknown through feedback from people or teams, not directly involved in their work. This can for instance be doctors seeking feedback from their patients or the family of their patients.

	In order for all of the individuals involved to be comfortable with exploring or exposing hidden and unknown parts of themselves, it is important that the managers and leaders of the teams and organizations work toward a safe and understanding environment. It is also important that the exposure of the quadrants happens on the individual or teams ~~requestion~~. In other words; exploration of the Johari Window should not be mandated, but encouraged.		In order for all of the individuals involved to be comfortable with exploring or exposing hidden and unknown parts of themselves, it is important that the managers and leaders of the teams and organizations work toward a safe and understanding environment. It is also important that the exposure of the quadrants happens on the individual or teams request. In other words; exploration of the Johari Window should not be mandated, but encouraged.

	== Limitations ==		== Limitations ==

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	While Luft focused mainly on actions the individual could take in order to explore their Unknown Area, there are also processes which managers can make use of, to let groups or individuals explore this area. It is, however, important to remember that it is up to the individual, and not up to the manager or other group members, to decide that he/she wants to explore this area. To ensure the success of the exploration of this area, it is important for the manager to establish an environment which appreciates and inspires the individuals or group to participate in the discovery of the Unknown information<ref name=" Johari Window Model and Free Diagrams ">Chapman, A. Businessballs. (2017, updated 2020). [https://www.businessballs.com/self-awareness/johari-window-model-and-free-diagrams/ Johari Window Model and Free Diagrams]. Retrieved 15 February 2021.</ref>. While the individual or the group can try to explore this area by themselves, it may be beneficial to bring in other groups or individuals with different backgrounds to help foster the exploration and uncover the Unknown Secretes. Research conducted in regard to exploring self-awareness during residency education in the medical field found that non-physicians such as nurses, patients and case managers are able to provide useful insights on another level. This may enhance the continued professional development by helping the residents to explore their Unknown Area. The research also showed that the physicians are more likely to view this form of feedback as less credible and beneficial<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>. It is therefore important that the managers who wish for their teams to explore the Unknown Area, evaluate the background and possible power relations between the insiders and the outsiders before bringing in external resources.		While Luft focused mainly on actions the individual could take in order to explore their Unknown Area, there are also processes which managers can make use of, to let groups or individuals explore this area. It is, however, important to remember that it is up to the individual, and not up to the manager or other group members, to decide that he/she wants to explore this area. To ensure the success of the exploration of this area, it is important for the manager to establish an environment which appreciates and inspires the individuals or group to participate in the discovery of the Unknown information<ref name=" Johari Window Model and Free Diagrams ">Chapman, A. Businessballs. (2017, updated 2020). [https://www.businessballs.com/self-awareness/johari-window-model-and-free-diagrams/ Johari Window Model and Free Diagrams]. Retrieved 15 February 2021.</ref>. While the individual or the group can try to explore this area by themselves, it may be beneficial to bring in other groups or individuals with different backgrounds to help foster the exploration and uncover the Unknown Secretes. Research conducted in regard to exploring self-awareness during residency education in the medical field found that non-physicians such as nurses, patients and case managers are able to provide useful insights on another level. This may enhance the continued professional development by helping the residents to explore their Unknown Area. The research also showed that the physicians are more likely to view this form of feedback as less credible and beneficial<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>. It is therefore important that the managers who wish for their teams to explore the Unknown Area, evaluate the background and possible power relations between the insiders and the outsiders before bringing in external resources.

	In all of this, it is important to remember to accept and validate the known to make the individual or the group feel heard and validated. By circling back to the Arena during feedback sessions, the feedback-giver offers the feedback-receiver validation that his/her perception of self and the context in which they operate are correct. It is important to validate the actions, emotions and thoughts in the Arena, as this help to justify or adjust the self assessment of both feedback-giver and feedback-receiver<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>.		In all of this, it is important to remember to accept and validate the ''known'' to make the individual or the group feel heard and validated. By circling back to the Arena during feedback sessions, the feedback-giver offers the feedback-receiver validation that his/her perception of self and the context in which they operate are correct. It is important to validate the actions, emotions and thoughts in the Arena, as this help to justify or adjust the self assessment of both feedback-giver and feedback-receiver<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>.

	=== Summary ===		=== Summary ===

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Unknown Area

← Older revision		Revision as of 10:50, 27 February 2021
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	*''"Unnumbing yourself"''		*''"Unnumbing yourself"''

	While Luft focused mainly on actions the individual could take in order to explore their Unknown Area, there are also processes which managers can make use of, to let groups or individuals explore this area. It is, however, important to remember that it is up to the individual, and not up to the manager or other group members, to decide that he/she wants to explore this area. To ensure the success of the exploration of this area, it is important for the manager to establish an environment which appreciates and inspires the individuals or group to participate in the discovery of the Unknown information<ref name=" Johari Window Model and Free Diagrams ">Chapman, A. Businessballs. (2017, updated 2020). [https://www.businessballs.com/self-awareness/johari-window-model-and-free-diagrams/ Johari Window Model and Free Diagrams]. Retrieved 15 February 2021.</ref>. While the individual or the group can try to explore this area by themselves, it may be beneficial to bring in other groups or individuals with different backgrounds to help foster the exploration and uncover the Unknown Secretes. Research conducted in regard to exploring self-awareness during residency education in the medical field found that non-physicians such as nurses, patients and case managers are able to provide useful insights on another level. This may enhance the continued professional development by helping the residents to explore their Unknown Area. The research also showed that the physicians are more likely to view this form of feedback as less credible and beneficial<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>. It is therefore important that the managers who wish for their teams ~~and individuals~~ to explore the Unknown Area ~~evaluates~~ the background and possible power relations between the insiders and the outsiders before bringing in external resources.		While Luft focused mainly on actions the individual could take in order to explore their Unknown Area, there are also processes which managers can make use of, to let groups or individuals explore this area. It is, however, important to remember that it is up to the individual, and not up to the manager or other group members, to decide that he/she wants to explore this area. To ensure the success of the exploration of this area, it is important for the manager to establish an environment which appreciates and inspires the individuals or group to participate in the discovery of the Unknown information<ref name=" Johari Window Model and Free Diagrams ">Chapman, A. Businessballs. (2017, updated 2020). [https://www.businessballs.com/self-awareness/johari-window-model-and-free-diagrams/ Johari Window Model and Free Diagrams]. Retrieved 15 February 2021.</ref>. While the individual or the group can try to explore this area by themselves, it may be beneficial to bring in other groups or individuals with different backgrounds to help foster the exploration and uncover the Unknown Secretes. Research conducted in regard to exploring self-awareness during residency education in the medical field found that non-physicians such as nurses, patients and case managers are able to provide useful insights on another level. This may enhance the continued professional development by helping the residents to explore their Unknown Area. The research also showed that the physicians are more likely to view this form of feedback as less credible and beneficial<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>. It is therefore important that the managers who wish for their teams to explore the Unknown Area, evaluate the background and possible power relations between the insiders and the outsiders before bringing in external resources.

	In all of this, it is important to remember to accept and validate the known to make the individual or the group feel heard and validated. By circling back to the Arena during feedback sessions, the feedback-giver offers the feedback-receiver validation that his/her perception of self and the context in which they operate are correct. It is important to validate the actions, emotions and thoughts in the Arena, as this help to justify or adjust the self assessment of both feedback-giver and feedback-receiver<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>.		In all of this, it is important to remember to accept and validate the known to make the individual or the group feel heard and validated. By circling back to the Arena during feedback sessions, the feedback-giver offers the feedback-receiver validation that his/her perception of self and the context in which they operate are correct. It is important to validate the actions, emotions and thoughts in the Arena, as this help to justify or adjust the self assessment of both feedback-giver and feedback-receiver<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>.

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2021-02-27T10:49:16Z

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← Older revision		Revision as of 10:49, 27 February 2021
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	*''"Unnumbing yourself"''		*''"Unnumbing yourself"''

	While Luft focused mainly on actions the individual could take in order to explore their Unknown Area, there are also processes which managers can make use of, to let groups or individuals explore this area. It is, however, important to remember that it is up to the individual, and not up to the manager or other group members, to decide that he/she wants to explore this area. To ensure the success of the exploration of this area, it is important for the manager to establish an environment which appreciates and inspires the individuals or group to participate in the discovery of the Unknown information<ref name=" Johari Window Model and Free Diagrams ">Chapman, A. Businessballs. (2017, updated 2020). [https://www.businessballs.com/self-awareness/johari-window-model-and-free-diagrams/ Johari Window Model and Free Diagrams]. Retrieved 15 February 2021.</ref>. While the individual or the group can try to explore this area by themselves, it may be beneficial to bring in other groups or individuals with different backgrounds to help foster the exploration and uncover the Unknown Secretes. Research conducted in regard to exploring self-awareness during residency education in the medical field found that non-physicians such as nurses, patients and case managers are able to provide useful insights on another level. This may enhance the continued professional development by helping the residents to explore their Unknown Area. The research also showed that the physicians are more likely to view this form of feedback as less credible and beneficial<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>. It is therefore important that the managers who ~~which~~ for their teams and individuals to explore the Unknown Area evaluates the background and possible power relations between the insiders and the outsiders before bringing in external resources.		While Luft focused mainly on actions the individual could take in order to explore their Unknown Area, there are also processes which managers can make use of, to let groups or individuals explore this area. It is, however, important to remember that it is up to the individual, and not up to the manager or other group members, to decide that he/she wants to explore this area. To ensure the success of the exploration of this area, it is important for the manager to establish an environment which appreciates and inspires the individuals or group to participate in the discovery of the Unknown information<ref name=" Johari Window Model and Free Diagrams ">Chapman, A. Businessballs. (2017, updated 2020). [https://www.businessballs.com/self-awareness/johari-window-model-and-free-diagrams/ Johari Window Model and Free Diagrams]. Retrieved 15 February 2021.</ref>. While the individual or the group can try to explore this area by themselves, it may be beneficial to bring in other groups or individuals with different backgrounds to help foster the exploration and uncover the Unknown Secretes. Research conducted in regard to exploring self-awareness during residency education in the medical field found that non-physicians such as nurses, patients and case managers are able to provide useful insights on another level. This may enhance the continued professional development by helping the residents to explore their Unknown Area. The research also showed that the physicians are more likely to view this form of feedback as less credible and beneficial<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>. It is therefore important that the managers who wish for their teams and individuals to explore the Unknown Area evaluates the background and possible power relations between the insiders and the outsiders before bringing in external resources.

	In all of this, it is important to remember to accept and validate the known to make the individual or the group feel heard and validated. By circling back to the Arena during feedback sessions, the feedback-giver offers the feedback-receiver validation that his/her perception of self and the context in which they operate are correct. It is important to validate the actions, emotions and thoughts in the Arena, as this help to justify or adjust the self assessment of both feedback-giver and feedback-receiver<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>.		In all of this, it is important to remember to accept and validate the known to make the individual or the group feel heard and validated. By circling back to the Arena during feedback sessions, the feedback-giver offers the feedback-receiver validation that his/her perception of self and the context in which they operate are correct. It is important to validate the actions, emotions and thoughts in the Arena, as this help to justify or adjust the self assessment of both feedback-giver and feedback-receiver<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>.

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Façade

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	One may also need to share their Hidden Self, by reveling their Façade, in order to expand the Arena. This is also known as Exposure<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>. In general, this is done by the person exposing their dreams, fears, feelings, hidden talents, memories and more, to other people. Motivating people to share their experiences with the team may not only increase the Arena for that specific person but will also increase the Arena for the other people and the team. How a team receives and reacts to the information from another person’s Hidden Self, conveys a vast amount of information from the team to the person giving the information. How the team react, verbally or nonverbally, to the information given, provides the giver with data about the team, thus decreasing the teams blind or hidden areas<ref name="The Johari Window: a graphical model of awareness in interpersonal relations">Luft, J. [https://docuri.com/download/the-johari-window-a-graphic-model_59c1d45cf581710b2865a986_pdf The Johari Window: a graphical model of awareness in interpersonal relations]. Retrieved 7 January 2021.</ref>. It is possible that by reducing the Hidden Area of a team, the risk of confusion and misunderstanding between team members decrease as their common Arena expands. As with the Blind Spot some individuals may be sensitive when reveling their Façade to others. A lot of people fear being judged on the basis of their feelings and experiences, thus tending to keep the information from the Hidden Area to themselves. It is therefore important that the individuals only expose the information hidden within their Façade when they themselves feel comfortable in doing so. Like with the Blind Spot, it is important that the managers seek to foster an open and understanding culture, where the individuals involved trust one another enough to expose themselves to others.		One may also need to share their Hidden Self, by reveling their Façade, in order to expand the Arena. This is also known as Exposure<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>. In general, this is done by the person exposing their dreams, fears, feelings, hidden talents, memories and more, to other people. Motivating people to share their experiences with the team may not only increase the Arena for that specific person but will also increase the Arena for the other people and the team. How a team receives and reacts to the information from another person’s Hidden Self, conveys a vast amount of information from the team to the person giving the information. How the team react, verbally or nonverbally, to the information given, provides the giver with data about the team, thus decreasing the teams blind or hidden areas<ref name="The Johari Window: a graphical model of awareness in interpersonal relations">Luft, J. [https://docuri.com/download/the-johari-window-a-graphic-model_59c1d45cf581710b2865a986_pdf The Johari Window: a graphical model of awareness in interpersonal relations]. Retrieved 7 January 2021.</ref>.

			Feedback sessions are also beneficial to the feedback-giver, as they ay decrease their Façade by giving feedback. By giving feedback, the feedback-giver are giving the feedback-receiver valuable information about the responses he/she has about the actions from the feedback-receiver. The feedback-giver may provide information about likes/dislikes, previous experiences and feelings to the feedback-receiver, as he/she shares their feedback in a context<ref name="The Johari Window: a graphical model of awareness in interpersonal relations">Luft, J. [https://docuri.com/download/the-johari-window-a-graphic-model_59c1d45cf581710b2865a986_pdf The Johari Window: a graphical model of awareness in interpersonal relations]. Retrieved 7 January 2021.</ref>.It is possible that by reducing the Hidden Area of a team, the risk of confusion and misunderstanding between team members decrease as their common Arena expands. As with the Blind Spot some individuals may be sensitive when reveling their Façade to others. A lot of people fear being judged on the basis of their feelings and experiences, thus tending to keep the information from the Hidden Area to themselves. It is therefore important that the individuals only expose the information hidden within their Façade when they themselves feel comfortable in doing so. Like with the Blind Spot, it is important that the managers seek to foster an open and understanding culture, where the individuals involved trust one another enough to expose themselves to others.

	Some employees may only want to expose their feelings and goals when a trusting relationship have been established between the feedback-giver and feedback-receiver. Research have shown that having a positive relationship between the feedback-giver and feedback-receiver make the data from the feedback sessions more acceptable. It is therefore the managers duty to ensure a safe space and a trusting relationship between the feedback-giver and the feedback-receiver, to guarantee the expansion of the Arena for both the individuals and the team.		Some employees may only want to expose their feelings and goals when a trusting relationship have been established between the feedback-giver and feedback-receiver. Research have shown that having a positive relationship between the feedback-giver and feedback-receiver make the data from the feedback sessions more acceptable. It is therefore the managers duty to ensure a safe space and a trusting relationship between the feedback-giver and the feedback-receiver, to guarantee the expansion of the Arena for both the individuals and the team.


	Feedback sessions are also beneficial to the feedback-giver, as they ay decrease their Façade by giving feedback. By giving feedback, the feedback-giver are giving the feedback-receiver valuable information about the responses he/she has about the actions from the feedback-receiver. The feedback-giver may provide information about likes/dislikes, previous experiences and feelings to the feedback-receiver, as he/she shares their feedback in a context<ref name="The Johari Window: a graphical model of awareness in interpersonal relations">Luft, J. [https://docuri.com/download/the-johari-window-a-graphic-model_59c1d45cf581710b2865a986_pdf The Johari Window: a graphical model of awareness in interpersonal relations]. Retrieved 7 January 2021.</ref>.

	==== Unknown Area ====		==== Unknown Area ====

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2021-02-27T10:44:40Z

Façade

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	One may also need to share their Hidden Self, by reveling their Façade, in order to expand the Arena. This is also known as Exposure<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>. In general, this is done by the person exposing their dreams, fears, feelings, hidden talents, memories and more, to other people. Motivating people to share their experiences with the team may not only increase the Arena for that specific person but will also increase the Arena for the other people and the team. How a team receives and reacts to the information from another person’s Hidden Self, conveys a vast amount of information from the team to the person giving the information. How the team react, verbally or nonverbally, to the information given, provides the giver with data about the team, thus decreasing the teams blind or hidden areas<ref name="The Johari Window: a graphical model of awareness in interpersonal relations">Luft, J. [https://docuri.com/download/the-johari-window-a-graphic-model_59c1d45cf581710b2865a986_pdf The Johari Window: a graphical model of awareness in interpersonal relations]. Retrieved 7 January 2021.</ref>. It is possible that by reducing the Hidden Area of a team, the risk of confusion and misunderstanding between team members decrease as their common Arena expands. As with the Blind Spot some individuals may be sensitive when reveling their Façade to others. A lot of people fear being judged on the basis of their feelings and experiences, thus tending to keep the information from the Hidden Area to themselves. It is therefore important that the individuals only expose the information hidden within their Façade when they themselves feel comfortable in doing so. Like with the Blind Spot, it is important that the managers seek to foster an open and understanding culture, where the individuals involved trust one another enough to expose themselves to others.		One may also need to share their Hidden Self, by reveling their Façade, in order to expand the Arena. This is also known as Exposure<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>. In general, this is done by the person exposing their dreams, fears, feelings, hidden talents, memories and more, to other people. Motivating people to share their experiences with the team may not only increase the Arena for that specific person but will also increase the Arena for the other people and the team. How a team receives and reacts to the information from another person’s Hidden Self, conveys a vast amount of information from the team to the person giving the information. How the team react, verbally or nonverbally, to the information given, provides the giver with data about the team, thus decreasing the teams blind or hidden areas<ref name="The Johari Window: a graphical model of awareness in interpersonal relations">Luft, J. [https://docuri.com/download/the-johari-window-a-graphic-model_59c1d45cf581710b2865a986_pdf The Johari Window: a graphical model of awareness in interpersonal relations]. Retrieved 7 January 2021.</ref>. It is possible that by reducing the Hidden Area of a team, the risk of confusion and misunderstanding between team members decrease as their common Arena expands. As with the Blind Spot some individuals may be sensitive when reveling their Façade to others. A lot of people fear being judged on the basis of their feelings and experiences, thus tending to keep the information from the Hidden Area to themselves. It is therefore important that the individuals only expose the information hidden within their Façade when they themselves feel comfortable in doing so. Like with the Blind Spot, it is important that the managers seek to foster an open and understanding culture, where the individuals involved trust one another enough to expose themselves to others.

	Some employees may only want to expose their feelings and goals when a trusting relationship have been established between the feedback-giver and feedback-receiver. Research have shown that having a positive relationship between the feedback-giver and feedback-receiver make the data from the feedback sessions more acceptable. It is therefore the managers duty to ensure a safe space and a trusting relationship between the feedback-giver and the feedback-receiver, to guarantee the expansion of the Arena for both the individuals and the team.		Some employees may only want to expose their feelings and goals when a trusting relationship have been established between the feedback-giver and feedback-receiver. Research have shown that having a positive relationship between the feedback-giver and feedback-receiver make the data from the feedback sessions more acceptable. It is therefore the managers duty to ensure a safe space and a trusting relationship between the feedback-giver and the feedback-receiver, to guarantee the expansion of the Arena for both the individuals and the team.


			Feedback sessions are also beneficial to the feedback-giver, as they ay decrease their Façade by giving feedback. By giving feedback, the feedback-giver are giving the feedback-receiver valuable information about the responses he/she has about the actions from the feedback-receiver. The feedback-giver may provide information about likes/dislikes, previous experiences and feelings to the feedback-receiver, as he/she shares their feedback in a context<ref name="The Johari Window: a graphical model of awareness in interpersonal relations">Luft, J. [https://docuri.com/download/the-johari-window-a-graphic-model_59c1d45cf581710b2865a986_pdf The Johari Window: a graphical model of awareness in interpersonal relations]. Retrieved 7 January 2021.</ref>.

	==== Unknown Area ====		==== Unknown Area ====

S154707: /* Blind Spot */

2021-02-27T10:44:20Z

Blind Spot

← Older revision		Revision as of 10:44, 27 February 2021
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	As research have shown that professionals are generally blind to their own mistakes, thus leading them to overestimating themselves and their performance and/or competencies, it is important to provide the feedback-receiver with outside insights. It can be difficult for others to make a person aware of his/her Blind Spot, as a politeness barrier may be a part of the culture of a working place or a team work. It is however important for both individuals and teams to explore their Blind Spot, as this area hides knowledge known by others, thus leading to ignorance which means that teams and individuals are not effective when operating within this area. The managers in the company or of the group therefor have a great responsibility in creating an open and understanding culture where employees and team members may provide others with feedback to decrease their Blind Spot. Some suggest that giving feedback training to the people involved may help foster this open and understanding culture. It is however important that the feedback training does not only focus on giving constructive feedback but are also focusing on receiving, accepting and using the feedback given<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>. As it may be sensitive for some people to explore the Blind Spot within the Johari window, it is the managers responsibility that this is done in a manner, where the individuals involved feels safe and the feedback is not seen as a manner of attack.		As research have shown that professionals are generally blind to their own mistakes, thus leading them to overestimating themselves and their performance and/or competencies, it is important to provide the feedback-receiver with outside insights. It can be difficult for others to make a person aware of his/her Blind Spot, as a politeness barrier may be a part of the culture of a working place or a team work. It is however important for both individuals and teams to explore their Blind Spot, as this area hides knowledge known by others, thus leading to ignorance which means that teams and individuals are not effective when operating within this area. The managers in the company or of the group therefor have a great responsibility in creating an open and understanding culture where employees and team members may provide others with feedback to decrease their Blind Spot. Some suggest that giving feedback training to the people involved may help foster this open and understanding culture. It is however important that the feedback training does not only focus on giving constructive feedback but are also focusing on receiving, accepting and using the feedback given<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>. As it may be sensitive for some people to explore the Blind Spot within the Johari window, it is the managers responsibility that this is done in a manner, where the individuals involved feels safe and the feedback is not seen as a manner of attack.


	Feedback sessions are also beneficial to the feedback-giver, as they ay decrease their Façade by giving feedback. By giving feedback, the feedback-giver are giving the feedback-receiver valuable information about the responses he/she has about the actions from the feedback-receiver. The feedback-giver may provide information about likes/dislikes, previous experiences and feelings to the feedback-receiver, as he/she shares their feedback in a context<ref name="The Johari Window: a graphical model of awareness in interpersonal relations">Luft, J. [https://docuri.com/download/the-johari-window-a-graphic-model_59c1d45cf581710b2865a986_pdf The Johari Window: a graphical model of awareness in interpersonal relations]. Retrieved 7 January 2021.</ref>.

	==== Façade ====		==== Façade ====

S154707: /* Blind Spot */

2021-02-27T10:43:49Z

Blind Spot

← Older revision		Revision as of 10:43, 27 February 2021
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	==== Blind Spot ====		==== Blind Spot ====

	As research have shown that professionals are generally blind to their own mistakes, thus leading them to overestimating themselves and their performance and/or competencies, it is important to provide the feedback-receiver with outside insights. It can be difficult for others to make a person aware of his/her Blind Spot, as a politeness barrier may be a part of the culture of a working place or a team work. It is however important for both individuals and teams to explore their Blind Spot, as this area hides knowledge known by others, thus leading to ignorance which means that teams and individuals are not effective when operating within this area. The managers in the company or of the group therefor have a great responsibility in creating an open and understanding culture where employees and team members may provide others with feedback to decrease their Blind Spot. Some suggest that giving feedback training to the people involved may help foster this open and understanding culture. It is however important that the feedback training does not only focus on giving constructive feedback but are also focusing on receiving, accepting and using the feedback given<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>. ~~Feedback sessions are also beneficial~~ to the ~~feedback-giver~~, ~~as they ay decrease their Façade by giving feedback. By giving feedback~~, the feedback-giver are giving the feedback-receiver valuable information about the responses he/she has about the actions from the feedback-receiver. The feedback-giver may provide information about likes/dislikes, previous experiences and ~~feelings to~~ the feedback~~-receiver,~~ as ~~he/she shares their feedback in a context<ref name="The Johari Window:~~ a ~~graphical model~~ of awareness in interpersonal relations">Luft, J. [https://docuri.com/download/the-johari-window-a-graphic-model_59c1d45cf581710b2865a986_pdf The Johari Window: a graphical model of awareness in interpersonal relations]. Retrieved 7 January 2021.</ref>.		As research have shown that professionals are generally blind to their own mistakes, thus leading them to overestimating themselves and their performance and/or competencies, it is important to provide the feedback-receiver with outside insights. It can be difficult for others to make a person aware of his/her Blind Spot, as a politeness barrier may be a part of the culture of a working place or a team work. It is however important for both individuals and teams to explore their Blind Spot, as this area hides knowledge known by others, thus leading to ignorance which means that teams and individuals are not effective when operating within this area. The managers in the company or of the group therefor have a great responsibility in creating an open and understanding culture where employees and team members may provide others with feedback to decrease their Blind Spot. Some suggest that giving feedback training to the people involved may help foster this open and understanding culture. It is however important that the feedback training does not only focus on giving constructive feedback but are also focusing on receiving, accepting and using the feedback given<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>. As it may be sensitive for some people to explore the Blind Spot within the Johari window, it is the managers responsibility that this is done in a manner, where the individuals involved feels safe and the feedback is not seen as a manner of attack.

	~~As it may be sensitive for some people~~ to ~~explore~~ the ~~Blind Spot within~~ the ~~Johari window~~, ~~it is~~ the ~~managers responsibility that this is done~~ in a ~~manner~~, ~~where~~ the ~~individuals involved feels safe and the feedback is not seen as~~ a ~~manner~~ of ~~attack~~.
			Feedback sessions are also beneficial to the feedback-giver, as they ay decrease their Façade by giving feedback. By giving feedback, the feedback-giver are giving the feedback-receiver valuable information about the responses he/she has about the actions from the feedback-receiver. The feedback-giver may provide information about likes/dislikes, previous experiences and feelings to the feedback-receiver, as he/she shares their feedback in a context<ref name="The Johari Window: a graphical model of awareness in interpersonal relations">Luft, J. [https://docuri.com/download/the-johari-window-a-graphic-model_59c1d45cf581710b2865a986_pdf The Johari Window: a graphical model of awareness in interpersonal relations]. Retrieved 7 January 2021.</ref>.

	==== Façade ====		==== Façade ====

S154707: /* Arena */

2021-02-27T10:41:52Z

Arena

← Older revision		Revision as of 10:41, 27 February 2021
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	==== Arena ====		==== Arena ====
	As mentioned above, the Arena is the part of the Johari Window, where both oneself and others are aware of the information. By having a larger Arena, teams and individuals will have a larger area of operation where they are productive. It can be argued, that already established team members will have a larger Arena than new team members. This is due to the fact that this quadrant consists of elements known to both self and others. The Arena can be expanded if we share our knowledge with others, or others share their knowledge with us. By being an established member of a team, chances are that the members within the team have already shared their knowledge with each other, thus expanding this area. New team members may have a smaller Arena as they may not be known to the existing team members and do not possess knowledge of the current team<ref name=" Johari Window Model and Free Diagrams ">Chapman, A. Businessballs. (2017, updated 2020). [https://www.businessballs.com/self-awareness/johari-window-model-and-free-diagrams/ Johari Window Model and Free Diagrams]. Retrieved 15 February 2021.</ref>. It is possible to expand the Arena, by limiting the space of the Blind Spot. Luft referred to this as ''"I need to have your information about me"''<ref name="The Johari Window: a graphical model of awareness in interpersonal relations">Luft, J. [https://docuri.com/download/the-johari-window-a-graphic-model_59c1d45cf581710b2865a986_pdf The Johari Window: a graphical model of awareness in interpersonal relations]. Retrieved 7 January 2021.</ref>. This is also known as feedback or as "Accepting the blind"<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>.		As mentioned above, the Arena is the part of the Johari Window, where both oneself and others are aware of the information. By having a larger Arena, teams and individuals will have a larger area of operation where they are productive. It can be argued, that already established team members will have a larger Arena than new team members. This is due to the fact that this quadrant consists of elements known to both self and others. The Arena can be expanded if we share our knowledge with others, or others share their knowledge with us. By being an established member of a team, chances are that the members within the team have already shared their knowledge with each other, thus expanding this area. New team members may have a smaller Arena as they may not be known to the existing team members and do not possess knowledge of the current team<ref name=" Johari Window Model and Free Diagrams ">Chapman, A. Businessballs. (2017, updated 2020). [https://www.businessballs.com/self-awareness/johari-window-model-and-free-diagrams/ Johari Window Model and Free Diagrams]. Retrieved 15 February 2021.</ref>. It is possible to expand the Arena, by limiting the space of the Blind Spot. Luft referred to this as ''"I need to have your information about me"''<ref name="The Johari Window: a graphical model of awareness in interpersonal relations">Luft, J. [https://docuri.com/download/the-johari-window-a-graphic-model_59c1d45cf581710b2865a986_pdf The Johari Window: a graphical model of awareness in interpersonal relations]. Retrieved 7 January 2021.</ref>. This is also known as feedback or as ''"Accepting the blind"''<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>.

	==== Blind Spot ====		==== Blind Spot ====

S154707: /* Arena */

2021-02-27T10:41:30Z

Arena

← Older revision		Revision as of 10:41, 27 February 2021
Line 67:		Line 67:

	==== Arena ====		==== Arena ====
	As mentioned above, the Arena is the part of the Johari Window, where both oneself and others are aware of the information. By having a larger Arena, teams and individuals will have a larger area of operation where they are productive. It can be argued, that already established team members will have a larger Arena than new team members. This is due to the fact that this quadrant consists of elements known to both self and others. The Arena can be expanded if we share our knowledge with others, or others share their knowledge with us. By being an established member of a team, chances are that the members within the team have already shared their knowledge with each other, thus expanding this area. New team members may have a smaller Arena as they may not be known to the existing team members and do not possess knowledge of the current team<ref name=" Johari Window Model and Free Diagrams ">Chapman, A. Businessballs. (2017, updated 2020). [https://www.businessballs.com/self-awareness/johari-window-model-and-free-diagrams/ Johari Window Model and Free Diagrams]. Retrieved 15 February 2021.</ref>. It is possible to expand the Arena, by limiting the space of the Blind ~~Area~~. Luft referred to this as "I need to have your information about me"<ref name="The Johari Window: a graphical model of awareness in interpersonal relations">Luft, J. [https://docuri.com/download/the-johari-window-a-graphic-model_59c1d45cf581710b2865a986_pdf The Johari Window: a graphical model of awareness in interpersonal relations]. Retrieved 7 January 2021.</ref>. This is also known as feedback or as "Accepting the blind"<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>.		As mentioned above, the Arena is the part of the Johari Window, where both oneself and others are aware of the information. By having a larger Arena, teams and individuals will have a larger area of operation where they are productive. It can be argued, that already established team members will have a larger Arena than new team members. This is due to the fact that this quadrant consists of elements known to both self and others. The Arena can be expanded if we share our knowledge with others, or others share their knowledge with us. By being an established member of a team, chances are that the members within the team have already shared their knowledge with each other, thus expanding this area. New team members may have a smaller Arena as they may not be known to the existing team members and do not possess knowledge of the current team<ref name=" Johari Window Model and Free Diagrams ">Chapman, A. Businessballs. (2017, updated 2020). [https://www.businessballs.com/self-awareness/johari-window-model-and-free-diagrams/ Johari Window Model and Free Diagrams]. Retrieved 15 February 2021.</ref>. It is possible to expand the Arena, by limiting the space of the Blind Spot. Luft referred to this as ''"I need to have your information about me"''<ref name="The Johari Window: a graphical model of awareness in interpersonal relations">Luft, J. [https://docuri.com/download/the-johari-window-a-graphic-model_59c1d45cf581710b2865a986_pdf The Johari Window: a graphical model of awareness in interpersonal relations]. Retrieved 7 January 2021.</ref>. This is also known as feedback or as "Accepting the blind"<ref name="Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education"> Ramani, S. & Könings, K. & Mann K.V. & van der Vleuten, C. (25 July 2017). [https://doi.org/10.1080/0142159X.2017.1353071 Uncovering the unknown: A grounded theory study exploring the impact of self-awareness on the culture of feedback in residency education]. Medical Teacher. Vol. 39. Issue 10. pp 1065-1073.</ref>.

	==== Blind Spot ====		==== Blind Spot ====