Hi, Anyone... what is johari window, FIRO-B please explain in brief & what are Group’s Advantage And Disadvantage?:confused: thanks Regards shaktiraj
From India, Mumbai
From India, Mumbai
260SHAKTIRAJ,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
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WHAT IS JOHARI WINDOW.
The Johari Window is one of the most useful models describing the process of human interaction. A four paned "window," as illustrated BELOW , divides personal awareness into four different types, as represented by its four quadrants: open, hidden, blind, and unknown. The lines dividing the four panes are like window shades, which can move as an interaction progresses.
If we draw the x-axis,
known to self <------------------------------------->not known to self.
If we draw the y-axis,
not known to others[bottom]<---------------------------------> known to others [top]
we have four quadrants,
1. TOP LEFT
-known to others / known to self = OPEN.
2.TOP RIGHT
-known to others / not known to self = BLIND.
3.BOTTOM LEFT
-not known to others / known to self = HIDDEN.
4.BOTTOM RIGHT
-not known to others / not known to self = UNKNOWN.
In this model, each person is represented by their own window. Let's describe MINE [ yourself]
1. The "open" quadrant represents things that both I know about myself, and that you know about me. For example, I know my name, and so do you, and if you have explored some of my website, you know some of my interests. The knowledge that the window represents, can include not only factual information, but my feelings, motives, behaviors, wants, needs and desires... indeed, any information describing who I am. When I first meet a new person, the size of the opening of this first quadrant is not very large, since there has been little time to exchange information. As the process of getting to know one another continues, the window shades move down or to the right, placing more information into the open window, as described below.
2. The "blind" quadrant represents things that you know about me, but that I am unaware of. So, for example, we could be eating at a restaurant, and I may have unknowingly gotten some food on my face. This information is in my blind quadrant because you can see it, but I cannot. If you now tell me that I have something on my face, then the window shade moves to the right, enlarging the open quadrant's area. Now, I may also have blindspots with respect to many other much more complex things. For example, perhaps in our ongoing conversation, you may notice that eye contact seems to be lacking. You may not say anything, since you may not want to embarrass me, or you may draw your own inferences that perhaps I am being insincere. Then the problem is, how can I get this information out in the open, since it may be affecting the level of trust that is developing between us? How can I learn more about myself? Unfortunately, there is no readily available answer. I may notice a slight hesitation on your part, and perhaps this may lead to a question. But who knows if I will pick this up, or if your answer will be on the mark.
3. The "hidden" quadrant represents things that I know about myself, that you do not know. So for example, I have not told you, nor mentioned anywhere on my website, what one of my favorite ice cream flavors is. This information is in my "hidden" quadrant. Again, there are vast amounts of information, virtually my whole life's story, that has yet to be revealed to you. As we get to know and trust each other, I will then feel more comfortable disclosing more intimate details about myself. This process is called: "Self-disclosure."
4. The "unknown" quadrant represents things that neither I know about myself, nor you know about me. For example, I may disclose a dream that I had, and as we both attempt to understand its significance, a new awareness may emerge, known to neither of us before the conversation took place. Being placed in new situations often reveal new information not previously known to self or others. For example, During a workshop, he created a safe atmosphere of care and trust between the various participants. Usually, I am terrified of speaking in public, but I was surprised to learn that in such an atmosphere, the task need not be so daunting. Prior to this event, I had viewed myself and others had also viewed me as being extremely shy. (The above now reminds me of a funny joke, which I cannot refrain from telling you. It is said that the number one fear that people have is speaking in public. Their number two fear is dying. And the number three fear that people have, is dying while speaking in public.) Thus, a novel situation can trigger new awareness and personal growth. The process of moving previously unknown information into the open quadrant, thus enlarging its area, has been likened to Maslow's concept of self-actualization. The process can also be viewed as a game, where the open quadrant is synonymous with the win-win situation.
Much, much more has been written on the Johari window model of human interaction. The process of enlarging the open quadrant is called self-disclosure, a give and take process between me and the people I interact with. Typically, as I share something about myself (moving information from my hidden quadrant into the open) and if the other party is interested in getting to know me, they will reciprocate, by similarly disclosing information in their hidden quadrant. Thus, an interaction between two parties can be modeled dynamically as two active Johari windows. For example, you may respond to my disclosure that I like "Cherry Garcia" by letting me know what your favorite ice cream is, or where a new ice cream shop is being built, kinds of information in your hidden quadrant. Incidentally, it is fattening, so be careful on how much you eat!
We believe disclosure to be healthy, at least that's the impression one gets after reading Freud. However, self-disclosure of personal secrets has its dangers. We are often better off not telling secrets regarding our sexual behavior, mental health problems or large-scale failures.
As ones level of confidence and self esteem develops, one may actively invite others to comment on one's blind spots. A teacher may seek feedback from students on the quality of a particular lecture, with the desire of improving the presentation. Active listening skills are helpful in this endeavor. On the other hand, we all have defenses, protecting the parts of ourselves that we feel vulnerable. Remember, the blind quadrant contains behavior, feelings and motivations not accessible to the person, but which others can see. Feelings of inadequacy, incompetence, impotence, unworthiness, rejection, guilt, dependency, ambivalence for loved ones, needs to control and manipulate, are all difficult to face, and yet can be seen by others. To forcibly reveal what another wishes not to see, is "psychological rape," and can be traumatic. Fortunately, nature has provided us with a variety of defense mechanisms to cope with such events, such as denial, ignoring, rationalizing, etc.
The Johari window, essentially being a model for communication, can also reveal difficulties in this area. In Johari terms, two people attempt to communicate via the open quadrants. On the simplest level, difficulties may arise due to a lack of clarity in the interaction, such as poor grammar or choice of words, unorganized thoughts, faulty logic etc. This induces the receiver to criticize you, the sender, by revealing something that was in your blind quadrant. Then, if the feedback works, you correct it immediately, or perhaps on a more long term approach take a course in reading and writing. On a deeper level, you may be in a group meeting, and while you secretly sympathize with the minority viewpoint, you voted with the majority. However, blind to you, you actually may be communicating this information via body language, in conflict with your verbal message. On an even deeper level, you in an interaction with others, may always put on a smiling, happy face, hiding all negative feelings. By withholding negative feelings, you may be signaling to your friends to withhold also, and keep their distance. Thus, your communication style may seem bland or distant.
The Johari Window model is a simple and useful tool for illustrating and improving self-awareness, and mutual understanding between individuals within a group. The Johari Window tool can also be used to assess and improve a group's relationship with other groups.
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WHAT IS FIBR-B.
Fundamental Interpersonal Relations Orientation-Behavior (FIRO-B)
The Fundamental Interpersonal Relations Orientation-Behavior (FIRO-B) is a highly valid and reliable tool that assesses how an individual’s personal needs affect that person’s behavior towards other individuals. This highly valid and reliable self-report instrument offers insight into an individual’s compatibility with other people, as well as providing insight into that person’s own individual characteristics.
The FIRO-B measures a person’s needs for:
Expressed Behavior (E) – what a person prefers to do, and how much that person wants to initiate action
Wanted Behavior (W) – how much a person wants others to initiate action, and how much that person wants to be the recipient
The instrument also measures a person’s needs for:
Inclusion (I) – recognition, belonging, and participation
Control (C) – influence, leading, and responsibility
Affection (A) – closeness, warmth, and sensitivity
Benefits of the FIRO-B
The FIRO-B is an ideal tool to use for interpersonal behavior measurement and assessment, including:
management and supervisor development
leadership development (used with MBTI as part of the Leadership Report)
identifying leadership preferred operating styles
employee development
team building and explaining team roles
improving team effectiveness
advancing career development
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We are all different. The differences between people in an organisation have a massive impact on relationships and on working culture.
Understanding those differences can dramatically increase an individual's awareness of how they come across to others, how and why conflict can develop and how to understand and manage their own needs when interacting with a team.
A unique, world-leading indicator of interpersonal style, the FIRO-B questionnaire measures how a person typically behaves towards others and how that person would like others to behave towards them.
Teams thrive when they are built from different people with different skills. You just need to know how to harness those differences.
Advantages
The FIRO-B questionnaire can be used for:
Teambuilding and team development - identify likely sources of compatibility or tension. Improve communication, openness and trust, resolve conflicts and help decision-making.
Individual development - increase self-awareness and interpersonal effectiveness, and identify leadership style. Use as part of a coaching process, or for career development or personal growth.
Conflict resolution - identify the likely causes of conflict and how they can be managed effectively.
Selection and placement - use only in combination with other assessment techniques. This can help to structure interviews and assess likely team roles or interpersonal behaviour.
Relationship counselling - identify and resolve possible sources of incompatibility and dissatisfaction.
Benefits
This is a unique tool. Most personality instruments examine individual characteristics, not relationship styles. As well as offering insights into interpersonal needs and behaviours, the FIRO-B questionnaire gives practical suggestions for improving relationships or increasing effectiveness.
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GROUPS' ADVANTAGES AND DISADVANTAGES.
The advantages of group can include:
Greater output.
Simply because of the number of people involved, each with differing experience, knowledge, points of view and values, a larger number and variety of ideas for solving a problem can be produced.
Cross fertilisation
The exchange of ideas can act as a stimulus to the imagination, encouraging individuals to explore ideas they would not otherwise consider.
Reduced bias
The shared responsibility of a group in arriving at decisions can. encourage individuals to explore seemingly unrealistic ideas and to challenge accepted ways of doing things. Individual biases and prejudices can be challenged by the ,group, forcing the individual to recognise them. Group pressure can also encourage individuals to accept that change is needed.
Increased risk taking
Shared responsibility makes individuals more willing to take risks. The discussion of different points of view also helps the group to be more realistic in assessing the risks associated with particular courses of action.
Higher commitment
When goals are agreed it gives a common purpose to the group, within which individuals can gain a feeling of self-determination and recognition through their contribution. Individuals who have contributed to finding a solution feel a greater commitment to its successful implementation.
Improved communication
When .people who are affected by a problem or who will be involved in implementation are involved in finding a solution, they will know how and why that particular solution was chosen. Also, people with knowledge relevant to the problem can communicate that knowledge directly if they participate in solving the problem.
Better solutions
Groups of individuals can bring a broad range of ideas, knowledge and skills to bear on a problem. This creates a stimulating interaction of diverse ideas which results in a wider range and better quality of solutions.
The disadvantages of group can include:-
Competition
Most people working in a group unconsciously perceive the situation as competitive. This generates behaviour which is destructive and drains the creative energy of the group. For example, we often perceive disagreement with our ideas as a put-down. The natural reaction is to regain our self-esteem, often by trying to sabotage the ideas of those who disagreed with us. Instead of looking for ways to improve on their ideas we choose to destroy them.
Eager to express our own ideas, we may totally ignore what others are suggesting. Power-seekers may use ploys such as highlighting flaws in others' arguments, barbed questions and displays of expertise to show their supremacy. These types of behaviour create an atmosphere which is incompatible with effective problem solving.
Conformity .
There is a strong tendency for individuals in a group to want to conform to the consensus. This can be for a variety of reasons, including the need to feel liked, valued or respected, and tends to make people censor their ideas accordingly. The comparative status of the individuals present also has an important influence. Senior members often want to maintain their image of being knowledgeable, while junior members want to avoid appearing the inexperienced 'upstart'. Because agreement on ideas can be gained quickly in a group setting, groups tend to select and approve solutions quickly, without exploring all the possibilities.
Lack of objective direction
Most traditional meetings and group discussions convened to solve problems are ineffectively directed. Sometimes there is no effective leader to give direction to the discussion, with the result that it wanders aimlessly. Even when there is strong leadership, the group leader or chairman often exerts undue pressure on the direction and content of the discussion. In addition, the ideas aired during a meeting are not usually recorded, apart from the minutes and individual note-taking, with the result that many ideas are forgotten and cannot act as a constant stimulus to the discussion.
Time constraints
Group problem solving is a relatively slow process compared with working alone. It requires individuals to come together at an agreed time, usually for about one hour, and this can cause organisational problems as well as impatience amongst participants to 'get it over with' as quickly as possible.
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From India, Mumbai
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