How can engineering managers make use of the Johari window?

What is the Johari window?

The Johari window, created by Joseph Luft and Harry Ingham in the 1950s, is a tool designed to offer a valuable perspective on personal behavior and interpersonal relationships. It helps us understand the complex tapestry of our personal and interpersonal awareness, guiding us toward greater self-discovery and understanding.

Each category represents a different approach to self-awareness and communication with others. It categorizes the information about ourselves into four distinct areas based on our self-awareness and what we choose to share with others. With the help of the Johari window, we can develop a more balanced approach to our relationships.

Johari window: The four quadrants in detail

The Johari window is divided into four quadrants:

1. Open area

2. Blind spot

3. Hidden area

4. Unknown

Open area

This is the quadrant with the information that a person is aware of and chooses to share with other people. This includes a person’s attitude, feelings, views, motivations, and skills. The larger this area, the more a person shares with others and the more dynamic and effective their relationships tend to be. However, it must be kept in mind that not everything is to be shared. For this reason, individuals should adopt the practice of actively receiving feedback on their behavior so that they limit sharing all of their information.

Blind spot

This quadrant covers information that others know about an individual that they themselves are unaware of. These could include the habits and traits that others may notice about us that we may not be consciously aware of. For example, some people are in the habit of checking their phones when the other person is talking, which could go against the ethics of good conversation.

This lack of self-knowledge and reluctance to open up often stems from insecurity and difficulty in trusting others. Someone might be unaware of how others perceive them or how they come across in social situations. Reducing the blind spot is crucial for effective communication, and this can be done by seeking out and being open to feedback from others.

Hidden area

This quadrant includes information that people are aware of about themselves but choose not to share with others. This could be personal information, feelings, past experiences, fears, or secrets. People who are inclined to this quadrant tend to be shy and introverted, preferring to keep things to themselves for the sake of protecting their relationships. This privacy can sometimes be mistaken for aloofness or detachment. However, reducing this hidden area by sharing more with others can lead to improved openness and deeper connections.

Unknown

This quadrant represents information that is unknown both to you and others, such as undiscovered talents, feelings, or capabilities. This area can be reduced through self-discovery, observation by others, and open communication, leading to a more effective exchange of information and understanding. If this quadrant is left unexamined, insecurities and personal challenges can grow exponentially. People with significant unknowns might struggle to understand themselves and others, making communication and connection difficult.

How can engineering managers use the Johari window?

The Johari window is an effective tool in the workplace setting. Engineering managers can use the model for numerous purposes, such as the following:

• Improving leadership style

• Building positive relationships

• Adapting to team needs

• Upskilling dev teams

Improving leadership style 

For leaders, it’s crucial to understand how they’re perceived by their team. The Johari window can help leaders identify strengths as well as blind spots in their leadership style that they might not be aware of yet. By gaining insights into how their actions and behaviors are received, leaders can make informed adjustments to better align with the kind of leader they aspire to be. This can involve working on communication skills, empathy, decision-making processes, or any other areas highlighted through the feedback.

Building positive relationships

When team members feel that their feedback is valued and contributes to positive change, it can enhance team dynamics and morale. By encouraging open communication and feedback, engineering managers can use the Johari window to foster a culture of transparency and trust between themselves and their employees. This can result in a more positive work environment and better team dynamics.

Adapting to team needs

Engineering teams are filled with people from different backgrounds. Understanding how an employee’s unique strengths, weaknesses, attitudes, and skill sets fit into the larger picture can help engineering managers assign tasks that are more tailored to the team members’ respective skills. This might involve being more approachable, adjusting communication methods, or providing more support in areas where managers feel it’s needed.

Upskilling dev teams

Engineering managers can effectively use the Johari window model to enhance their tech teams' technical skills. By promoting an environment of openness, they can expand the team’s “Open area,” improving self-awareness and identifying strengths and areas for growth. Regular feedback sessions help reduce the “Blind area,” allowing team members to understand and improve how their work is perceived. Similarly, one-on-one meetings reveal the “Hidden area,” uncovering untapped skills and aligning individual goals with team objectives. This approach also identifies training needs and skills gaps, guiding targeted upskilling and mentorship programs.

Final word

The Johari Window is a framework for gaining insights into individual behaviors and the dynamics of interpersonal relationships. Luft and Ingham theorized that the larger the “Open space” area, the more effective and positive group dynamics tend to be.