| Responses | Date | Author |
|
many thanks Hayley, appreciate your idea, great. |
| 17/09/2013 | Jennifer |
Hello,
I have used the Johari windows as a tool to help people understand the impact that their behaviour has on others and to highlight the fact that self perception is not always the same as how one is viewed by others.
I provide a list of about 25 nice, complimentary words (such as happy, organised, creative etc) and split the group into teams of 3. Each person must choose 5 words that would most describe themselves on one post it note and then choose 5 for each of the two people in their group and write on a separate post it note for each person.
They should then pass their chosen words about their team mates to the relevant person and keep the words that they chose for themselves.
Any words that appear on both their own list and the lists from their team mates should be written in the "open" quadrant, any that appear in the team mates lists but not on their own should be written in the "blind" quadrant and so on until all the words are used.
This exercise often throws up a few surprises as individuals are sometimes perceived completely differently to how the actually are!
Discussions can then follow about behaviour and why they think others may perceive them in this way. The fact that this is done with all complimentary words ensures that there is no animosity in the group!
Hope that helps.
Hayley |
| 17/09/2013 | Previous |
|
many thanks Phil and Rosemary - both your suggestions have helped. I can position to my group, as they are MBA students, wanting to become leaders, that as leaders, what can they do to foster an open culture to enable people to give and receive feedback....to result in more productivity, more results etc. |
| 17/09/2013 | Jennifer |
Hi Jennifer - I agree with you that Johari Window can be a tricky one to present. The problem, I believe, comes about because the model can lead to the standpoint that big open Arena = good; while small Arena = bad. And most of us feel protective about our "private" stuff especially in a less-than-ideal culture.
A key thing is that the willingness and openness to give and receive feedback should match the nature of the working relationship. I may need to work with Person A on complex and difficult issues; the potential for misunderstandings is high unless we both feel comfortable giving and receiving feedback and opening up our Arenas to one another.
With Person B I interact only occasionally and on routine matters. We can both do a good job without investing the effort and risk needed to open up our Arena. Thinking about it from a work perspective...and what is best to get the best results can help reduce a sense of unease.
Not sure that this helps specifically with your question!
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| 16/09/2013 | Previous |
Hi Jennifer, for me, you have hit the nail on the head - that unless openness is part of the culture then it will be challenging for people to share.
If this is a leadership group, explain the model and then pose the question about how big each of the "boxes" is in reality in your workplace, given the culture you operate in (each box won't be the same size - depending on personal style, culture etc). If they identify that the "hidden" area is larger than is maybe healthy - then go on to facilitate a discussion on what is creating that - and how, more importantly, do we get more balanced.
Hope this helps. With a lot of models, I always just think they are a good framework for getting into dialogue.
Rosemary |
| 16/09/2013 | Rosemary |