One of the key principles of successful coaching is to
create an atmosphere of trust between coach and coachee.
This is achieved (or not) by focusing on the way we
communicate. There is a well-known model called the Johari
window which we can use to improve the quality of
communication and thus trust in work teams.
The model suggests that there are two elements to our
behaviour. There are aspects of our behaviour of which we
are aware - 'known to self' and aspects of our behaviour of
which others are aware - 'known to others'. If we were to
plot these on a diagram we would come up with a classic
four box model with four behaviour combinations. The
originators of the model called each of these combinations
windows:
Open Window (Known to self AND known to others) Secret
Window (Known to self but NOT known to others) Blind (Known
to others but NOT known to self) Unknown (Not known to
others AND not known to self)
Adapted from J. Luft "The Johari Window" Human Relations
Training News, Vol 5 (1961)
The Johari window was conceived by Joe Luft and Harry
Ingram (hence the name) as a means of identifying
interpersonal communication style. It suggests there are
two sources from which we learn about our communication
style: ourselves and others.
The open area includes behaviour thoughts and feelings that
both we and others know. The underlying assumption of the
model is that the effectiveness of our personal
communication increases the larger this window becomes.
The secret area represents the thoughts and feelings we
keep to ourselves. The secret area represents a large part
of our behaviour when amongst strangers - where not a lot
is known about each other and trust is low.
The blind area represents aspects not known to ourselves
but readily apparent to others. The red faced, scowling
manager shouting, "I'm not angry!" and the customer saying,
"Yes, I understand" whilst frowning and looking puzzled are
classic examples.
The unknown area represents the most deeply rooted aspects
of our personality which are not apparent to ourselves or
others around us. It is really the realm of highly trained
psychologists and not something to get into here.
There are two ways to increase the size of the open area.
Firstly we can disclose; that is, tell others aspects about
ourselves, our values and our thoughts that they do not
currently know. Secondly we can be open to feedback so
that people can raise our awareness of things we do or say
without realizing the effect.
Open and honest communication featuring feedback and
disclosure is a feature of all effective teams and you can
start to harness these attributes right away.
Before today is out try disclosing one fact about yourself
and offering some constructive feedback to a colleague.
Once trust is building encourage your team to give you some
feedback too. The more you do this the quicker trust will
build in the team and the more enduring it will become.
----------------------------------------------------
Matt Somers is a coaching practitioner of many years'
experience. He works with a host of clients in North East
England where his firm is based and throughout the UK and
Europe. Matt understands that people are working with their
true potential locked away. He shows how coaching provides
a simple yet elegant key to this lock. For a bumper load of
coaching tips and tricks - including FREE resources - visit
http://www.mattsomers.com
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