Johari Window Model: explanation, 4 quadrants, and practical use
The Johari Window Model is a communication model that helps people better understand themselves and others. It shows which parts of behaviour, thoughts, and feelings are known to you, known to others, hidden, or still unknown. This makes the model useful for feedback, self awareness, trust, and team development.
In this article, you will learn what the Johari Window Model is, how the four quadrants work, why feedback plays such an important role, and how to use the model in practice. You will also find examples, tips, and a ready to use Johari Window Model template. Enjoy reading!
What is the Johari Window Model?
The Johari Window Model is a communication and self awareness model developed by Joseph Luft and Harrington Ingham in 1955. It helps people understand which information about themselves is known to them, known to others, hidden, or still unknown. This is visualised in four quadrants: open area, blind spot, hidden area, and unknown area.
Feedback helps make behaviour visible and easier to discuss. The Johari Window Model supports this by showing what you recognise in yourself, what others notice, and what may still remain hidden.
Johari Window Model video (in-depth explainer) with an example
Watch the in-depth video below for a recap of what you’ve just read, so you will remember it more easily!
The Johari Window Model explained
The Johari Window Model is a practical tool that helps improve self awareness and mutual understanding between people, such as colleagues or team members.
The Johari Window Model is often used to support personal development, interpersonal communication, and team development. It can also strengthen relationships within teams and improve group dynamics. That is why the model is often used in coaching, feedback, and team reflection.
The Johari Window Model was developed in 1955 by Joseph Luft and Harrington Ingham during research into group dynamics at the University of California. Its name is derived from the first names of the two creators. The model helps people better understand how they communicate with others and how others may experience them.
Figure 1 – The Johari window model four quadrants explained.
What are the 4 quadrants of the Johari Window?
The Johari Window Model consists of four quadrants. Each quadrant shows a different combination of what is known or unknown to you and to others. Below, each quadrant is explained with a simple personal example.
1. Open Space: Known to you – Known to others
The Open Area includes behaviour, qualities, and preferences that are known to you and also recognised by others. Because this information is shared openly, it can be discussed more easily.
Sometimes, a person is aware that certain behaviour affects others, but the subject may still feel sensitive or difficult to discuss. In those situations, patience and care are important.
The Open Area includes the things that both you and others know about you. For example, a carpenter and the people around him may know that he is highly skilled at making window frames. They may also know that he values high quality, respects others, and often makes time to help.
2. Blind Spot: Unknown to yourself – Known to others
The Blind Spot includes things that others notice about you, but that you do not yet recognise in yourself. For example, it can happen that a new employee is late for a meeting.
The person moderating the meeting answers the questions briefly and returns to where the meeting left off. The new employee later comes to the moderator and tells him that what he did was rude.
The moderator explains to the new employee that he may have appeared curt. This is because he started the meeting on time for those who really needed it.
In this way, the moderator helps the new employee become aware of behaviour that may influence future interactions.
The Blind Spot can be difficult to manage, especially when others notice a pattern but it is never discussed openly. That happens because others may notice habits or signals that you are not aware of yourself. Examples include repeatedly using the same phrase, interrupting others, or showing nervous habits without noticing it.
The Blind Spot can also appear at work. Someone may not realise that they work more slowly than their colleagues, while others clearly notice it. If that feedback is never shared clearly and respectfully, the person may keep repeating the same behaviour without understanding its effect on the group.
3. Hidden Area: Known to yourself – Unknown to others
The Hidden Area includes information that a person knows about themselves but chooses not to share with others. For example, an office clerk may not tell colleagues that he plays jazz guitar in his free time.
The Hidden Area can also be known to only a few people. The same office clerk may share this hobby with one trusted colleague. Once that information is shared, part of the Hidden Area begins to move into the Open Area.
The Hidden Area therefore contains things you know about yourself, but others do not. As people interact more openly, they may gradually learn more about each other’s background, values, and experiences. As a result, the Hidden Area becomes smaller and the Open Area grows.
4. Unknown Area: Unknown to yourself – Unknown to others
The Unknown Area is not discussed, simply because neither you nor others are aware of it yet.
The Unknown Area contains behaviour, beliefs, feelings, or qualities that are not yet known to anyone, including the person themselves. In some situations, strengths or limitations only become visible for the first time. For example, how does an intern respond to working overtime for the first time?
Tip: Are you working on gaining more self-insight with the Johari Window? Discover how your strengths and pitfalls influence each other with Daniel Ofman’s Core Quadrant model — a powerful addition to self-reflection.
How do you use the Johari Window Model in practice?
The Johari Window Model becomes most useful when you apply it in everyday communication. The model helps you look more consciously at what you show to others, what others notice about you, what you keep to yourself, and what is still unknown. This creates a practical starting point for stronger feedback, more openness, and better cooperation.
In practice, the model is often used in coaching, team development, leadership, and self reflection. The goal is not to share everything about yourself. The goal is to improve understanding and reduce unnecessary misunderstandings. That matters, because people often respond not only to what is said, but also to what remains unspoken.
Step 1: start with the open area
Start with what is already visible. This is the open area: the part of yourself that you know, and that others recognize too.
It can be about behaviour, qualities, working habits or preferences. For example, someone may know that he works in a structured way. Colleagues see that as well, because planning, preparation and follow-up are clearly visible in his work.
This area is important because it creates a shared starting point. People do not have to guess what someone is good at or how someone usually works. That makes cooperation easier.
The open area also helps build trust. When behaviour is visible and openly discussed, people can use that knowledge in daily work. A structured team member, for example, can take the lead in planning or keeping progress on track.
Step 2: ask for feedback to uncover blind spots
The next step is to explore the blind spot. This includes behaviour that others can see, but that you do not yet recognise in yourself. This part is often uncomfortable, but it is also where valuable growth begins.
A practical way to do this is to ask focused questions. For example: How do I come across in meetings? or Is there anything in my communication that creates confusion or distance? Clear and respectful feedback can make hidden patterns visible. As a result, you gain more control over how you affect others.
Step 3: share relevant information to reduce the hidden area
The hidden area includes things you know about yourself, but others do not. This can be personal information, but also preferences, doubts, motivations, or past experiences that influence how you work and communicate. When relevant information remains hidden, others may fill in the gaps themselves. That can lead to wrong assumptions.
This does not mean that you need to share everything. It means that you choose consciously what is useful to share. For example, a colleague may explain that he needs preparation time before giving feedback in a group setting. That small insight can immediately improve cooperation and mutual understanding.
Step 4: reflect on what is still unknown
The unknown area is about what you and others do not see yet. That sounds a bit abstract, but in practice it often becomes clear in new or tense situations.
Someone may discover during a deadline that he stays calm and keeps overview. Another person may notice that pressure makes him react faster, sharper or less patiently than expected. These things are difficult to predict from a normal working day.
This part of the Johari Window cannot be forced. You cannot simply fill it in during one exercise. It becomes visible through experience, reflection and honest conversations afterwards.
That is why this step matters. Look back at moments that surprised you. What did you do? What did others notice? What did the situation reveal about your behaviour, strengths or limits? In that way, the unknown area slowly becomes smaller. Not through theory, but through practice.
Step 5: turn insight into behaviour
Insight only becomes valuable when it leads to action. Once you better understand what belongs to your open area, blind spot, hidden area, or unknown area, the next step is to use that insight in communication. This can be as simple as asking for feedback more often, sharing expectations earlier, or discussing irritation before it grows.
This is where the model becomes practical. It helps people move from assumption to dialogue, and from tension to understanding. In teams, that often leads to more trust, clearer expectations, and better cooperation.
Used in this way, the Johari Window Model becomes more than a theory. It becomes a practical tool for improving self awareness, communication, and relationships. The more openly and carefully people reflect, ask questions, and share feedback, the larger the open area can become. That is often where stronger cooperation begins.
Why is feedback important in the Johari Window?
Feedback is one of the most important parts of the Johari Window Model. It helps people discover behaviour that may be clear to others, but not yet clear to themselves. This is the blind spot. When feedback is shared in a respectful way, self awareness grows and communication often becomes easier.
The model shows that people do not always see themselves in the same way others see them. This can lead to misunderstandings, frustration, or tension in a team. Feedback helps make these patterns visible. That matters, because unspoken irritation often grows when behaviour is noticed but never discussed.
Good feedback starts with your own observation. An I message usually works better than blame. For example: “I noticed that the report was not finished yesterday, and I would like to understand what happened.” This usually feels less accusatory and creates more space for reflection and dialogue.
When the other person recognises the feedback, part of the blind spot moves into the open area. That creates shared understanding. From there, it becomes easier to make practical agreements, improve cooperation, and prevent the same issue from returning.
What should remain private in the Johari Window Model?
The Johari Window Model encourages openness, but that does not mean every subject should be discussed publicly. Even information in the Open Area may still be sensitive and require discretion.
This requires careful judgement about what is helpful to share and what should remain private. The office clerk who performs jazz guitar as a hobby probably shared his musical interests with his colleague under conditions of privacy. He may have asked his colleague not to share this with their other colleagues. People may choose not to share certain information because they want to protect their privacy, feel uncomfortable, or simply do not see a reason to disclose it.
Tip: If you want to make feedback and open communication even more powerful, take a look at the Winner’s Triangle. This model helps you respond with maturity and responsibility, making conversations gentler but much more effective. Discover the Winner’s Triangle
Mutual Trust
The Johari Window Model helps you gain insight into your own behaviour and that of others. It offers a clearer view of your relationships and creates opportunities for personal growth. As the Open Area becomes larger and the Hidden Area becomes smaller, mutual trust often grows as well.
As people learn more about each other and speak more openly, the Blind Spot and Hidden Area often become smaller. This makes the model useful in situations such as misunderstandings, small conflicts, negotiations, or unclear expectations.
By asking open questions and engaging in honest conversation, people can better understand the ideas, motives, and opinions behind certain behaviour. As the Blind Spot moves into the Open Area, understanding often grows and people tend to show more respect for each other’s perspective.
Johari Window template
Want to improve your communication skills? Use this ready to use Johari Window Model template to gain insight into your own behaviour and communication with others.
Download the Johari Window Model template
For members only | Get instant access to the Johari Window Model template plus unlimited access to 1,200+ expert articles and tools. Explore Membership Options
Recommended articles and books on the Johari Window Model
The Johari Window helps explain how self-awareness grows through feedback, disclosure, and interaction with others. These books provide a clear foundation for the model and show how the four areas work in personal development and communication, while the articles add context on feedback, openness, and interpersonal awareness. This gives you a practical framework to understand the model better and use it more deliberately in coaching, teamwork, and everyday communication.
- Cipriani, G. (2020). Knowing you: Personal tutoring, learning analytics, and the Johari Window. Frontiers in Education, 5(101). https://doi.org/10.3389/feduc.2020.00101.
- Kendall, F., & Kendall, A. (2018). Communication IQ: A Proven Way to Influence, Lead, and Motivate People. Whitaker House – This book describes how to recognize different communication styles — a nice addition to the idea of “visible/invisible” from the Johari Window Model.
- Luft, J. (1969). Of Human Interaction: The Johari Model. Mayfield Publishing.
- Rosenberg, M. B. (2011). Nonviolent Communication: A Language of Life: Life-Changing Tools for Healthy Relationships. PuddleDancer Press – The book offers a structured approach to communicating in an empathetic, honest way—highly relevant for openness, blind spots, and feedback which can help for filling in the Johari Window Model.
- Luft, J. (1961). The Johari Window: A Graphic Model of Awareness in Group Relations. University of California Western Training Laboratory in Group Development.
- Soni, D. (2019). Introduction to Johari Window. Amazon Digital Services.
- Smith, R. E., Carraher, E., & DeLisle, P. Johari Window Model. Leading Collaborative Architectural Practice, 221-224.
- The Gestalt Institute of Cleveland. (n.d.). The New Johari Window: The Intricate Dance of Interpersonal Relationships. The Professional School of Psychology.
- UCL Press. (2023). Editorial: Looking through the Johari Window. Reflective Teaching Journal. https://journals.uclpress.co.uk/r4a/article/2255/galley/15249/view.
<
How to cite this article:
Mulder, P. (2020). Johari Window Model. Retrieved [insert date] from Toolshero: https://www.toolshero.com/communication-methods/johari-window-model/
Original publication date: July 28, 2020 | Last update: April 25, 2026
Add a link to this page on your website:
<a href=”https://www.toolshero.com/communication-methods/johari-window-model/”>Toolshero: Johari Window Model</a>
Related ARTICLES
Hofstede’s Onion Model of Culture explained
Peter Drucker biography, quotes and books
4 responses to “Johari Window Model: explanation, 4 quadrants, and practical use”
Well written & translated. This model works with mutual understanding and can broaden horizons of personal growth and development amongst one another. However, the 3rd quadrant – the Hidden square – needs more explaining and how it can contribute to one’s growth
Thank you for your comment, Akshita.
Ex, quadrant 3: Definitely there are some things that should be kept hidden. For example, if you had diarrhea last night or you have a crush on a married co-worker, don’t share.
Thank you .The article is highly informative.