SELF

Many years ago James called the core of the personality pattern, which provides it’s
unity, the “ SELF ” . Later, Freud referred to it as the “ EGO ” , and Sullivan used the
phrase, the “ SELF SYSTEM ”. According to James , a person’s self is the sum total
of all that he can call “ HIS “. In recent decades, what a person “ can call his “ has
been spelled out in more definite and specific terms. It has been referred to as his
“ attitude towards self “, as “ those perception, beliefs, feelings, attitudes, and values
which the individual views as part or characteristic of himself “ as the “ organization
of qualities the individual attributes to himself “ as a “ system of central meaning he
has about himself and his relation to the world about him “

ALLPORT: Has described the self concept in this way:

The self is something of which we are immediately aware . We think of it as the warm,
central, private region of our life. As such it plays a crucial part in our consciousness
( a concept broader than self ), in our personality ( a concept broader than
consciousness ) and in our organism ( a concept broader than personality ). Thus it is
some kind of core in our being.

COMPONENTS OF THE SELF CONCEPT:

The concept of self has three major components : The PERCEPTUAL , The
CONCEPTUAL , and The ATTITUDINAL.

The perceptual component is the image the person has of the appearance of his body,
and of the impression he makes on others.
The conceptual component is the person’s conception of his distinctive characteristics,
his abilities and disabilities, his background and origins, and his future. It is often
called the “ Psychological Self Concept “.
The attitudinal component are the feelings a person has about himself, his attitudes
about his present status and future prospects, his feelings about his worthiness, and his
attitudes of self esteem, self reproach , pride, and shame. As the person reaches
adulthood, the attitudinal component includes also the beliefs, convictions, values,
ideals, aspirations, and commitments which makeup his philosophy of life.

KINDS OF SELF CONCEPTS:

James was the first to suggest that a person has many “ SELVES “. The “ real self ” ,
for example, is what a person really believes he is , his “ ideal self ” is the person he
aspires to be, and his “social self” is what he believes others think of him and how
they perceive him.

The Basic Self Concept: The basic self concept corresponds to james’s concept of
the “real self”; it is the person’s concept of what he really is. It includes his perception
of his appearance, his recognition of his abilities and disabilities and of his role and
status in life , and his values, beliefs and aspirations.
The basic self concept tends to be realistic. The person sees himself as he really is ,
not as he would like to be. Sometimes the basic self concept is to the person’s liking.
More often, it is not. The person finds flaws in himself which makes him unhappy and
dissatisfied and which he would like to change.Even when the treatment he receives
from others would seem to encourage greater self acceptance, a person may cling to
his basic self concept.

The Transitory Self Concept:In addition to a basic self concept a person has a
transitory self concept. James firs suggested this when he referred to the “self he
hopes he now is” and the “ self he fears he now is “ . This means a person has a self
concept which he holds for a time and then relinquishes.
Transitory self concepts may be favorable or unfavorable , depending largely on the
situation in which the person finds himself momentarily.They are generally
influenced by some passing mood or emotional state or by a recent experience. They
are transitory and unstable because they lack the perspective found in the basic self
concept.
A person who is well and happy, who is accepted by others, and who achieves what
he has set out to do may have a transitory self concept that is more favourable than his
basic self concept.
Temporarily he sees himself as the “ self he hopes he now is “. Changes in
circumstances, in mood , and in achievement are likely to lead to a less favourable
self concept and he will than see himself as “ he fears he now is “.

The Social Self Concept:

The social self concept is based on the way the individual believes others perceive
him, depending on their speech and actions.It is usually referred to as a “ mirror
image “ . If a child is constantly told that he is “naughty” he soon develops a concept
of himself as a naughty child. If the social group regards members of a gang as
“tough” , they come to think of themselves as tough and act accordingly.The child
whose parents are always telling him how bright he is develops a self concept that
contains some elements of false pride. Social self concepts may in time develop in to
basic self concepts if the person believes that he is as others see him.
Since social self concepts derive from social interactions, whether the concepts will
be favourable or not depends on how the social group treats the individual. A person
who as a child or adolescent was discriminated against because of his race , colour,
religion , or social class will usually have a far less favourable concept of himself than
the person who was not subjected to such discrimination.

The Ideal Self Concept:

The ideal self concept is made up of what a person aspires to be and what he believes
he ought to be . It may be related to the physical self image, the psychological self
image, or both. It may be realistic in the sense that it is within the reach of the person,
or it may be so unrealistic that it can never be achieved in real life.
In childhood, the discrepancy between the ideal self concept and the basic , the
transitory , and the social self concepts is usually large.Towards adolescence, the
discrepancy normally diminishes as the other self concepts become stronger and play
a larger role in determining the persons’ image of himself. In adulthood, and certainly
by middle age, the ideal self concept usually has little impact on the persons’ concept
of himself.
Almost everyone has an ideal self concept in addition to his basic and transitory self
concepts. Whether the ideal self concept is realistic or unrealistic is determined
chiefly by whether the basic or transitory self concept dominates. If the basic self
concept dominates , the ideal self concept is likely to be realistic because the basic
self concept is founded on a more realistic appraisal of one’s capacities and abilities.
Whether an unrealistic ideal self concept will be unrealistically high or low will
depend on whether the transitory self concepts are mainly favourable or unfavourable.

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3.1 DEFINITION:
Self-esteem is how we value ourselves; it is how we perceive our value to the world and how
valuable we
think we are to others. Self-esteem affects our trust in others, our relationships, and our work
– nearly
every part of our lives.
3.2 HIGH or POSTIVE SELF ESTEEM:
Positive self-esteem gives us the strength and flexibility to take charge of our lives and grow
from our
mistakes without the fear of rejection.
3.2.1 Symptoms and Signs of High Self-Esteem:
Some of the outward signs of high self-esteem:
Confidence
Self-direction
Non-blaming behaviour
An awareness of personal strengths
An ability to make mistakes and learn from them
An ability to accept mistakes from others
Optimism
An ability to solve problems
An independent and cooperative attitude
Feeling comfortable with a wide range of emotions
An ability to trust others
A good sense of personal limitations
Good self-care
The ability to say no
3.2.2 Advantages of High Self-Esteem
There is a direct relationship between people's feelings and their productivity. High self-
esteem is evident
in respect for one's self, others, property, law, parents and one's country. The reverse is also
true.
Self-esteem:
Builds strong conviction.
Creates willingness to accept responsibility.
Builds optimistic attitudes.
Leads to better relationships and fulfilling lives.
Makes a person more sensitive to others' needs and develop a caring attitude.
Makes a person self-motivated and ambitious.
Makes a person open to new opportunities and challenges.
Improves performance and increases risk-taking ability.
Helps a person give and receive both criticism and compliments tactfully and easily.
3.3 LOW SELF ESTEEM:
Low self-esteem is a worst condition that keeps individuals from realizing their full potential.
A person
with low self-esteem feels unworthy, incapable and incompetent. In fact, because the person
with low selfesteem
feels so poorly about him or herself, these feelings may actually cause the person’s continued
low
self-esteem.
3.3.1 Symptoms and Signs of Low Self-Esteem:
Negative view of life
Perfectionist attitude
Mistrusting others – even those who show signs of affection
Blaming behaviour
Fear of taking risks
Feelings of being unloved and unlovable
Dependence – letting others make decisions
Fear of being ridiculed
3.4 INCREASING OUR SELF ESTEEM:
Feelings of low self-esteem often build up over a lifetime, and letting go of ingrained feelings
and
behaviours is not an easy task. It may take time, hard work, and it may require professional
counselling.
But there are some simple, positive thinking techniques that can be used to help improve self-
esteem.
These are called affirmations.
Using affirmations to stop negative self-talk is a simple, positive way to help increase self-
esteem.
Affirmations are encouraging messages we can give ourselves every day until they become
part of our
feelings and beliefs. Affirmations work best when a person is relaxed. But since people are
often upset
when they are giving themselves negative self-messages, they may need to counter negative
messages
with positive ones.
For example, replace the message “I made a stupid mistake, and I am no good
at this job,” with “Yes, I
made a mistake but I have learned from it, and now I can a better job.”
Begin each day by looking in the mirror and giving us a positive message. The following
affirmations can help you to work toward a positive self-image:
I respect myself and others
I am lovable and likable
I am confident, and it shows
I am creating loving, healthy relationships
I am a good friend to myself and others
I accept myself just as I am
I look great
Life is good, and I like being a part of it
3.5 PERSONALITY HAVING LOW SELF ESTEEM
They are generally gossip mongers.
They have a critical nature. They criticize as if there is a contest going on and they have to
win a
prize.
They have high egos they are arrogant and believe they know it all. People with low self-
esteem
are generally difficult to work with and for. They tear down others to get a feeling of
superiority.
 They are closed minded and self-centred.
They constantly make excuses--always justifying failures.
They never accept responsibility--always blaming others.
They have a fatalistic attitude no initiative and always waiting for things to happen.
They are jealous by nature.
They are unwilling to accept positive criticism. They become defensive.
They are bored and uncomfortable when alone.
3.6 DIFFERENCES BETWEEN HIGH SELF ESTEEM AND LOW SELF ESTEEM:
S.no High Self-Esteem Personality Low Self-Esteem Personality
1 Talk about ideas. Talk about people
2 Caring attitude. Critical attitude
3 Humility. Arrogance
4 Respects authority. Rebels against authority
5 Courage of conviction. Goes along to get along
6 Confidence . Confusion
7 Concerned about character. Concerned about reputation
8 Assertive. Aggressive
9 Accepts responsibility. Blames the whole world
10 Self-interest . Selfish
11 Optimistic. Fatalistic
12 Understanding. Greedy
13 Willing to learn. Know it all
14 Sensitive . Touchy
15 Solitude. Lonely
16 Discuss. Argue
17 Believes in self-worth . Believes in net worth only
18 Guided . Misguided
19 Discipline . Distorted sense of freedom
20 Internally driven. Externally driven
21 Respects others. Looks down on others
22 Enjoys decency. Enjoys vulgarity
23 Knows limit. Everything goes
24 Giver. Taker

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DIFFERENCES BETWEEN AGGRESSIVE, SUBMISSIVE AND ASSERTIVE

BEHAVIOURS:
1. Submissive behaviour:
Submissiveness is giving more importance to one's relationship with others at the cost of one's
goals. Difficulty saying NO, letting the other make a decision not being able to make a
request are typical
observations with Submissive behaviour. People who are submissive tend to:
a) Avoid stating their needs and feelings;
b) Communicate their needs and feelings in an apologetic way; and
c) Give others rights that they don’t claim for themselves.
Example: “I’m really sorry. I just don’t have the time to go through those
reports with you now. I’ve got
to get all these accounts finished before lunch time. My boss is a real pain,
asking me to do this today. I’d
really like to help you. I’ll look at it later if that’s okay?”
2. Aggressive behaviour:
Aggressiveness is giving more importance to your goals than to your relationships. At times
lack
of respect for others, their thoughts, feelings, opinions, values etc. It can also be seen
nonverbal
behaviours. Aggressiveness is expressed either directly or passively. Passive aggression
includes
gossiping, taunting, cracking a mean joke etc. People who are aggressive tend to:
a) Encourage others to do things by flattery or manipulation;
b) Ignore the needs and feelings of others, either intentionally or by default; and
c) Take rights for themselves that they don’t give to others.
Example: “Do you think I’ve nothing better to do than check those
reports?”
3. Assertive behaviour:
Assertiveness is considered to be the ideal style of communicating. It is about giving equal
importance to and being able to finely balance between the goals and the relationships. It
involves being
able to say NO effectively, being able to express thoughts, feeling, opinions freely. This is
logical,
thinking behaviour. It is not driven by your emotions. And although it may be natural for a
few people, it
tends to be learned behaviour.
People who are assertive tend to:
a) Being clear and direct in what you say;
b) Stating your needs and feelings in a straightforward way; and
c) Standing up for your rights without violating the rights of others.
Example: “I’m unable to help you with those reports this morning. I am
doing accounts at the moment,
and I’ll be pleased to help you this afternoon. What time suits you?”
Which behaviour is best?
None of this is necessarily good or bad, but if we want to be better at managing difficult
people, we need
to ensure that:
- we should not use submissive or aggressive behaviour.
- we should recognise submissive or aggressive behaviour in others.
- we should learn and use assertive techniques with difficult people.
Assertiveness is a very positive response in any interaction. It makes it clear to the other
person what you
are unhappy about and allows you to calmly state your case without violating their rights.

1.8 SWOT ANALYSIS:

SWOT stands for: Strength, Weakness, Opportunity and Threat. A SWOT analysis guides
you to identify your organization’s strengths and weaknesses (S-W), as well as broader
opportunities and threats (O-T).
A SWOT analysis can offer helpful perspectives at any stage of an effort. You might use it to:
Explore possibilities for new efforts or solutions to problems.
Make decisions about the best path for your initiative. Identifying your opportunities for
success in context of threats to success can clarify directions and choices.
Determine where change is possible. If you are at a juncture or turning point, an inventory
of your strengths and weaknesses can reveal priorities as well as possibilities.
 Adjust and refine plans mid-course. A new opportunity might open wider avenues, while
a new threat could close a path that once existed.
SWOT also offers a simple way of communicating about your initiative or program and
an excellent way to organize information you've gathered from studies or surveys.
SWOT analysis can help the following people.
Students
Managers and Owners
Professionals, Executives
Career Starters
Practitioners and HR
Doctors and Engineers
Employees
Husband and Wife
Parents
1.8.1 THE ADVANTAGES OF CONDUCTING A PERSONAL SWOT ANALYSIS:
The main purpose of a SWOT is to promote the identified strengths, reduce weaknesses,
exploiting the opportunities and having contingency plans to minimize threats.
There are many benefits and advantages of using SWOT Analysis for personal development.
It is good for your success and betterment. Some of the most common benefits of conducting
a personal SWOT analysis have been mentioned below.
Helps to develops strategies to attain your goals
You can be better than your friends and colleagues
Shows where you currently stand on the path of success
Measures your scopes of reaching desired goals
Boosts your career, life and personality
Helps to better understand who you really are as a person
Maximizes your strengths and diminishes your weaknesses
Explores and also enhances your soft skills and hard skills
It helps you understand your preferences and personality traits.
Focuses on your attitudes, abilities, skills, capabilities and capacities
1.8.2 USING THE SWOT ANALYSIS TOOL:
Strengths:
These are the traits or skills that set you apart from others. Questions to ask include:
What benefits do you have which others do not have? This could include skills, education,
or connections.
What are you better at than anyone else?
What personal resources do you have access to?
What do other people see as your strengths?
Which achievements are you most proud of?
What values do you believe in that others fail to show?
Are you part of a network no one else is involved in? What connections do you have with
powerful people?
Weaknesses:
This part examines the areas in which you need to improve and the things that will set you
back in your career. Questions to consider include:
What work do you usually avoid because of lack of confidence?
What do people think you weaknesses are?
Are you happy with your education and skills training?
Do you have any negative work habits?
Which of your personality traits hold you back?
Opportunities:
For the opportunities section, look at the external factors you can take advantage of to pursue
a promotion, find a new job or determine a career direction.
What new technology can assist you?
Can you take advantage of the market in its present state?
Do you have a network of strategic contacts to offer good advice or help you?
Is any of your competitors failing to do something important? Can you take advantage of
it?
Is there a need in your company which no one is filling?
Could you create an opportunity by offering solutions to problems?
Threats:
This part takes into account the external factors that could hurt your chances to attain your
goals. The factors to take into account include:
What hindrances do you currently face at work?
Is any of your co-workers competing with you for projects or roles?
Is your job changing?
Can technological changes threaten your position?
Could any of your weaknesses lead to

Johari Window DefinitionThe Johari Window is a visual framework you can

use to understand more about your conscious and unconscious biases. Doing
this can improve your self-awareness and your understanding of others. But it
can also be used as a personal development tool, and to build better
workplace relationships .

Key Takeaways

 The Johari Window is a framework you and your team can use to develop
better self-awareness of your conscious and unconscious biases.
 You can use it to compare what you consider to be your own strengths
and weaknesses to others' perceptions of them.
 The Johari Window is split into four quadrants: the Open Area (things
you know about yourself), the Blind Area (things you don't know about
yourself, but others do), the Hidden Area (things you know about yourself,
but keep hidden), and the Unknown Area (things that are unknown to you
and to others).
 You can use the Johari Window in your organization to build trust,
develop self-awareness, and improve understanding and interpersonal
relationships with your colleagues.

Have you ever been part of a team whose members were all open and honest with
one another?
If so, then chances are you worked extremely effectively together. You and your
colleagues likely knew everyone's strengths and weaknesses, and enjoyed high
levels of trust. Such a positive working environment probably helped to create a
top-performing, tight-knit unit.

Teams rely on a combination of self-awareness and trust to run like a finely

tuned machine. But how do you build those qualities?

In this article and in the video, below, we look at how you and your team
members can use the Johari Window to develop self-awareness, trust and
communication, and so grow as people and as colleagues.

Download transcript

Johari Window Definition

The Johari Window is a visual framework you can use to understand more about
your conscious and unconscious biases. Doing this can improve your self-
awareness and your understanding of others. But it can also be used as a personal
development tool, and to build better workplace relationships.

The name "Johari" is a combination of the names of psychologists Joseph Luft

and Harry Ingham, who created the model in 1955.

What are the Three Main Goals of the Johari Window?

The Johari Window can help you and your team in three main ways:

1. By building trust with others through sharing information about yourself.

2. Improving your own self-awareness by discovering what other people

think about you, your strengths, and your weaknesses - and comparing
this feedback to the perception you have yourself.

3. Improving communication and team interpersonal relationships.

What Are the Four Quadrants of the Johari Window?

The Johari Window may look complicated (see figure 1, below), but it is actually
easy to use and understand. It is split into four quadrants, each of whic h contains
information about the things you perceive about yourself and how others
perceive you.

Figure 1: The Johari Window

piovesempre / © iStockphoto

Adapted from "Of Human Interaction," by Joseph Luft. © 1969. Reproduced

with permission from McGraw-Hill Education.

Now, let's explore the four quadrants of the Johari Window in more detail:

1. Open Area (Quadrant 1)

The Open Area represents the things that you know about yourself and that
others know about you. This includes your behavior, knowledge, skills, attitudes,
and "public" history.
The ideal Johari Window (see figure 2, below) has a large Open Area. This is
because, in general, the more that people know about themselves and one another,
the more productive, cooperative and trusting they'll be when working together.

Figure 2: An Ideal Johari Window

2. Blind Area (Quadrant 2)

The Blind Area represents things about yourself that you aren't aware of, but that
others know about you. For example, you might not realize that you're a great
listener until someone points it out to you. It can also reveal deeper issues, such
as feelings of incompetence or anger that you haven't faced up to, but that others
sense in you.
A small Blind Area indicates that you're aware of how your behavior affects
other people, whereas a large Blind Area suggests that you may be naive or even
in denial about it. A large Blind Area could also mean that your colleagues are
keeping what they know about you to themselves.

No one works at their best when they're "in the dark," so it's important to reduce
the size of your Blind Area. You can do this by following the tips and strategies
in our article, Developing Self-Awareness.

3. Hidden Area (Quadrant 3)

The Hidden Area represents things that you know about yourself, but that you
keep hidden from other people.

You don't need to share all of your private thoughts and feelings with work
colleagues. Naturally, you wouldn't want to reveal anything that would make you
feel embarrassed or vulnerable. Withholding information is perfectly reasonable
if it has no bearing on your work.

However, hiding information about yourself that is related to your work or your
performance could lead to co-workers having less trust in you. So, if your Johari
Window has a large Hidden Area, you could try to be more open with them. Our
article, Self-Disclosure, can help you to do this.

4. Unknown Area (Quadrant 4)

The Unknown Area represents things that are unknown to you and by others. For
example, you may have some dazzling untapped abilities that neither you nor
anyone else knows about.

A large Unknown Area may just be a sign of youth or inexperience, but it can
also mean that you need to work hard on discovering and releasing new
information about yourself.

Note:

The quadrants can change size over time – and, because they are interdependent,
changing the size of one quadrant will also change the size of the others. For
example, telling your team about an aspect of your life that you'd always kept
hidden would decrease your Hidden Area and increase your Open Area.

How to Use the Johari Window

Your ultimate goal in using the Johari Window is to enlarge your Open Area.
Here's how to do it.

1. Identify Your Personal Characteristics – look at the list of characteristics in

Figure 3, below. Then, choose the words that you think best describe you.

Figure 3: The 55 Adjectives of the Johari Window

Also, ask one or more of your colleagues to choose the adjectives that they feel
best describe you.

Then, draw a Johari Window diagram, and fill in the quadrants as follows:

 Open Area: write the adjectives that both you and your colleagues chose.

 Hidden Area: write the adjectives that only you chose.

 Blind Area: write the adjectives that only your colleagues chose.

 Unknown Area: write the adjectives that were not chosen by any of you,
but that you are prompted to consider as your self-awareness increases.

2. Define Your Goal – look at your completed Johari Window, and think about
how you can increase your Open Area and reduce the other quadrants. For
example, if you tend to be secretive, you may want to reduce the size of your
Hidden Area. Or, if you're surprised by what your colleagues think about you,
you might want to minimize your Blind Area.

3. Open Up and Ask For Feedback – to minimize your Hidden and Unknown
areas, you need to reveal more about yourself. Self-disclosure is a give-and-take
process of sharing information with other people. The more that you share your
thoughts, feelings and opinions, the more your Open Area expands vertically and
shrinks your Hidden Area, and the more people will likely trust you.

To reduce the size of your Blind or Unknown areas, you need to improve your
self-awareness by seeking and accepting feedback.

This can be daunting, but finding out new things about yourself can also be
empowering, and fun! When people provide feedback about you, and you are
receptive to it, your Open Area expands horizontally and your Blind Area gets
smaller.

If the size of your Unknown Area is a problem, look for ways to break out of
your comfort zone. Taking on new challenges, testing your limits, and being
open to new experiences can help you – and your colleagues – to learn more
about your skills and abilities.

Frequently Asked Questions About the Johari Window

What Is the Johari Window?

The Johari Window is a model that helps people to better understand themselves
and other people. It was created by psychologists Joseph Luft and Harrington
Ingham in 1955 while they were researching group dynamics. Today, it is often
used by organizations to develop people's soft skills, such as collaboration,
empathy, and emotional intelligence.

What are the Four Quadrants of the Johari Window?

The four quadrants of the Johari Window include:

1. Open Area – things that you and others know about you.

2. Blind Area – things that you know about yourself, but others do.
 3. Hidden Area – things you know about yourself, but others don't.

4. Unknown Area – things that neither you nor others know about yourself.

Can the Size of the Different Quadrants Change?

Yes! The size of each quadrant can change over time. For example, if you
receive feedback about yourself, the size of the blind area may decrease becaus e
you've learned things about yourself you previously may have not been aware of.
Similarly, if you reveal more about yourself to others, the size of the Hidden
Area may decrease because you have become more comfortable sharing things
with those around you.

What Is the Johari Window used for?

The Johari Window can benefit us, personally, because it enables us to become
more aware of our own strengths, weaknesses, and behaviors. It can also help to
improve communication within or between teams, as well as inclusion and
equality. Teams can use it to help colleagues understand more about one another
and use this information to communicate and collaborate more effectively
together.

What Are the Limitations of the Johari Window?

The main criticism of the Johari Window is that it invites people to share quite
personal information, which not everyone may be comfortable doing. The model
relies on people being open and authentic, but most people, particularly in the
workplace, will act and behave in a certain way to fit in. Another criticism is that
it oversimplifies human behavior by splitting it into only four categories. Despite
this, the model is still viewed as a popular tool for understanding interpersonal
relationships and improving self-awareness.

Tips:

 You can use the Johari Window to help individual team members, or the
team as a whole. Just substitute them for yourself, and involve their
colleagues in the process.
  The results that you get from this exercise will differ depending on who
else you involve. For example, if you work with multiple teams, one
group might see you as dynamic, but the other might think you're distant.

 Feedback and disclosure can only flourish, and enable people to expand
their Open Areas, in an environment with high levels of trust and a
culture of honest, constructive communication. Some individuals,
organizations and cultures have an open and accepting approach to
feedback, but others don't. If you're using the Johari Window as a group
activity, make sure that people give feedback constructively and
sensitively.

 It's also important to make sure that no one feels pressured to share
confidential information, or to disclose anything that makes them feel
uncomfortable. Bear in mind that it may be wiser to facilitate feedback
and disclosure on a safe, one-on-one basis, rather than in a group setting.

Key Points

 Joseph Luft and Harry Ingham developed the Johari Window in 1955. It's
a simple but powerful visual tool for developing self-awareness, and for
building trust and better workplace relationships.

 The Johari Window is divided into four key quadrants: the Open Area
(things you and others know about yourself), the Blind Area (things that
others know about you, but you are unaware of), the Hidden Area (things
you know about yourself, but others don't), and the Unknown Area
(things that unknown to you and to others).

 The Johari Window allows you to build a visual picture of your

personality.

 You can also use it to develop greater self-awareness and team awareness
of different people's characteristics, preferences, and abilities, as well as
 their strengths and weaknesses. This can improve team rapport, loyalty,
and understanding.

 You can create your own Johari Window by following these three steps:
First, identify your personal characteristics, then define your goal, and
finally, open up and ask for feedback from others.

 The more you share your thoughts, feelings, and opinions, the more your
Open Area expands vertically and shrinks your Hidden Area, and the
more likely people will understand, accept and trust you.