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Understanding the Johari Window: personality and communication. The Johari Window method leads to a better understanding of inner aspects of personality and communication, and even of behaviour as a manager. Ideal for self-realisation, dealing with toxic shame, and for teams, leadership and employee development.

Understanding communication – The Johari window and its psychological background

Self-perception and external perception have a decisive influence on how we see ourselves, communicate, form relationships and conduct ourselves in a professional environment. Anyone who wants to truly understand Jung's concepts of personality and shadow will find the Johari window a psychologically sound model for self-awareness and interpersonal development. This article explains the method and shows why it is relevant in both professional and personal life.

1. What is the Johari window, what are its characteristics, and why is it so important for communication?

Definition

The Johari window is a method of self-reflection used in psychological training and personality development.

The model was developed in the 1950s by Joseph Luft and Harry Ingham – hence the name, which is composed of the first syllables of their first names. It shows how communication works, where it is impaired and how feedback and self-disclosure can lead to new insights.

At the centre of the model are four fields or areas that represent a person's character in relation to themselves and others. These areas make it clear that communication is more or less conscious and depends heavily on mutual understanding. The purpose of this concept is to improve human relationships and to experience the inner and outer aspects of personality more consciously.

2. According to the Johari model, which four areas shape our behaviour?

The model divides personality into four areas:

1.       Open area: aspects that are known both to the person themselves and to others.

2.       Blind spot: Characteristics that others perceive but that remain hidden from one's own consciousness.

3.       Hidden area: Information that is consciously withheld, such as feelings or personal experiences.

4.       Unknown area: Unconscious aspects that are not clear to either the individual or others and only become visible through new experiences.

This structure helps to better understand behaviour in social situations. A person's character is not only determined by what they show, but also by what they unconsciously express or hide. Schulz von Thun later added further dimensions to the Johari window, but the basic model remains central to the analysis of human communication.

3. The inner team: Schulz von Thun's extension of the Johari window

Friedemann Schulz von Thun did not directly change the Johari window, but he added a crucial element – in particular his model of the "inner team". While the Johari window distinguishes between visible, hidden and unconscious aspects of personality, Schulz von Thun focuses on the inner plurality of human beings: every person does not speak, think and act from a single voice, but is shaped by several inner "team members" with different concerns and attitudes. These can cooperate, but they can also conflict with each other.

In practical application, the Johari window connects with the inner team by making it clear that not only the external impact but also the internal consistency of the ego parts is relevant. A person who appears calm and confident on the outside may at the same time be accompanied by insecurity, indignation or doubt on the inside – parts that lie in the hidden or unknown area of the Johari window. Schulz von Thun's model helps to identify, name and consciously integrate these inner voices. This not only strengthens personal clarity, but also communication skills.

In everyday life, this means that those who know their inner team make more differentiated decisions, communicate more credibly and appear more authentic. The connection between the Johari window and the inner team thus opens up a deeper self-perception – as an expression of inner diversity in a social context.

4. What does the blind spot mean for our human interactions?

The so-called blind spot shows how much we depend on feedback from others. Many people believe that their behaviour is clear – but colleagues, friends or partners experience it very differently. This discrepancy can have a significant impact on communication in both professional and private life.

(It is particularly important for managers to recognise such unconscious factors.) Only when someone is willing to accept feedback as a contribution to their development can a culture of mutual respect emerge. The blind spot is therefore not a deficit, but rather an indication of a human characteristic: the limitations of self-perception.

5. How does the "hidden realm" influence our lives?

The hidden realm contains those aspects of the personality that are consciously concealed – out of fear, shame or insecurity. Feelings such as anger or insecurity can be suppressed, but they still have an effect on communication.

In everyday life, this can lead to misunderstandings. People who do not reveal their inner selves appear more or less closed off, which in turn makes others feel suspicious or distant. Schulz von Thun describes this phenomenon as "communicative dissonance," which has a negative effect on relationships and cooperation.

6. What role does the shadow play in the Johari window according to C. G. Jung?

C. G. Jung coined the term "shadow" as an expression of the unconscious, often repressed parts of the personality. These archetypal contents can also be found in the Johari model – especially in the blind and unknown areas.

The shadow contains characteristics that do not correspond to the idealised self-image: envy, aggression, insecurity or vanity. Those who do not consciously reflect on these aspects allow them to become visible in their behaviour – for example, in passive-aggressive communication or a rigid management style. Genuine personal development therefore requires that we also address these 'dark' inner areas.

7. How can this topic be better understood?

Communication can not only be understood, but also practised. In everyday working life, it is worthwhile to observe communication situations in a targeted manner – both in yourself and in others. What terms do I use? How do I respond to criticism? What am I expressing unconsciously?

One method of self-observation is to keep a communication diary. This allows you to reflect on which situations were successful and which were not. In addition, exercises in perspective-taking help you to better assess your own impact – a central theme in any personal development.

8. What is the significance of feedback in the self-image/external image comparison in the background?

Feedback is key to expanding the open area in the Johari window. It provides insight into blind spots, allows for comparison with how others perceive you, and opens up new insights into your own personality.

But feedback requires trust. Those who see criticism as a personal attack close themselves off internally – and miss an opportunity for development. Managers benefit from creating a climate in which feedback is welcome. Constructive feedback can be practised by clearly expressing observations, feelings and expectations.

9. How can I expand the open area of my personality?

The aim of working with the Johari window is to enlarge the open area. This can be achieved in two ways: through conscious self-disclosure and actively seeking feedback. Sharing your own insecurities makes you appear human – not weak. Inviting others to share their perceptions shows strength.

This process can be specifically promoted in leadership situations or team training. One exercise involves asking others to name personal characteristics or traits and comparing these with your self-image. The more overlap there is, the greater the understanding of each other.

10. What hinders good communication – and how can this be changed?

Communication problems usually arise not from external circumstances, but from internal resistance: fear of rejection, past experiences, unclear language or emotional overload. These hurdles cannot be avoided – but they can be recognised and overcome.

Helpful strategies include active listening, clear language, targeted questions and the conscious use of pauses. Examining your own archetypal traits – as described by Jung – can also help you understand typical reaction patterns. Once you recognise your patterns, you can not only redefine your behaviour, but also shape communication on an equal footing.

11. From blind spots to self-acceptance: overcoming toxic shame with the Johari window

A particularly sensitive area of application for the Johari window is in dealing with toxic shame – for example, in people who grew up as substitute children. Substitute child syndrome describes a psychodynamically traumatic constellation in which unresolved grief on the part of the parents unconsciously forces a child into the role of a deceased or idealised sibling. Such biographical influences leave traces in the inner experience and in the way the self is experienced or avoided. Many of those affected display behaviour that is strongly characterised by self-control, perfectionism or emotional restraint – they hide central parts of their personality in order not to fail or be wrong.

In the Johari window, this protective mechanism is reflected in the distinct hidden area: feelings such as sadness, anger or self-doubt are suppressed in order not to jeopardise the role assigned by the family. At the same time, a blind spot emerges, as others can sense that something is "not right" – such as overly accommodating friendliness or excessive motivation to perform.

Working with the model helps to reveal such inner contradictions, transform toxic shame into identifiable experiences and detach one's own personality from the family narrative. In a protected space for communication – whether in therapy, coaching or self-awareness training – this can give rise to an inner permission to show oneself authentically in new situations, expand one's open area and leave old attributions behind. The Johari window thus becomes a method of self-liberation – not in the sense of external change, but as a process of inner redefinition.

Exercises for the Johari window

Self-image/external image dialogue: the mirror conversation

Choose someone you trust – such as a partner, friend or colleague – and conduct a targeted mirror conversation. Ask the other person to name three characteristic features of your behaviour or communication that they consider typical. Then reflect: Were you aware of this effect? Does it correspond to your self-perception? The conversation should be respectful but honest – it thrives on openness on both sides. The aim is to gain insight into your own blind spots and gather initial ideas for expanding your open area.

Uncovering hidden behaviour: the silent notebook

Over several days, write down in your diary what you thought but did not say after each conversation. What feelings, judgements or reactions did you hold back? Which topics did you consciously avoid? After a few entries, a pattern of hidden areas will emerge: a personal atlas of those inner parts of yourself that you do not reveal for various reasons. Consciously examining these self-observations opens up the possibility of selectively revealing more about yourself in situations that allow it.

The shadow in dialogue: self-exploration with archetypes

Select an image from the Jungian archetypes that appeals to you – for example, the warrior, the sage, the child or the trickster. Write down the characteristics, feelings or behaviours associated with this image. Then ask yourself: Which of these characteristics do I also recognise in myself, even though I have rejected or suppressed them until now? How might they influence my behaviour without me having noticed it before? This exercise encourages you not to judge the shadow side morally, but to use it as a psychological resource for self-awareness.

Feedback routine in a team: the circle format

In a trusting working group or management team, the Johari window can be used in a moderated group discussion. Each person takes turns sharing a characteristic that they find particularly harmonious or effective in another person in the team. The person in question initially just listens without commenting. They can then ask questions or respond to what they have heard. It is important that this is not about praise or criticism, but about making perceptions visible. This process makes blind spots transparent without causing embarrassment – contributing to a culture of feedback.

Key findings at a glance

The Johari window provides a clear framework for understanding the interaction between self-perception and external perception in communication. Its four areas – open, blind, hidden and unknown – represent fundamental dimensions of human personality and show how strongly behaviour is determined by conscious and unconscious factors.

The integration of C. G. Jung's shadow concept adds depth to the model by highlighting how inner conflicts and repressed feelings are reflected in communication. By applying the Johari window, managers gain a more precise understanding of their impact and expand their competence in dealing with feedback, conflicts and relationship building.

The open area can be expanded through targeted self-disclosure and a willingness to reflect – two key contributions to successful communication.

Exercises in self-observation, perspective-taking and engagement with archetypal personality traits promote personal growth. Communication barriers cannot be overcome mechanically, but they can be broken down step by step through empathy, inner clarity and psychological understanding.

Those who are willing to perceive themselves and others in a more differentiated way not only determine their behaviour more consciously, but also strengthen the quality of their relationships.

Related articles:

Overcoming toxic shame: a guide to maintaining a positive self-image

Self-doubt and toxic shame

Self-compassion and acceptance must be genuine