Johari Window
The Johari window is a simple model of self-awareness that divides what is known about a person into four panes: open, blind, hidden and unknown, depending on whether something is known to the person and known to others. Psychologists Joseph Luft and Harrington Ingham created it in 1955, naming it after their first names. Leaders use it to grow the open pane through feedback and disclosure.
Luft and Ingham created the Johari window in 1955
Luft and Ingham presented the model while working on group development at the University of California, Los Angeles. Its name combines Joe and Harry. It was designed as a teaching tool for groups, not as a measured psychological theory, and that is still the best way to use it.
The model crosses two questions: is this known to me, and is it known to others? The answers create four panes.
| Pane | Known to me? | Known to others? | Leadership example |
|---|---|---|---|
| Open | Yes | Yes | Your strategic strengths that everyone relies on |
| Blind | No | Yes | Interrupting people when you are under pressure |
| Hidden | Yes | No | Doubts about a decision you have not voiced |
| Unknown | No | No | How you will respond to a crisis you have never faced |
Leaders use two moves: asking for feedback and choosing to disclose
Feedback shrinks the blind pane. Structured tools such as 360-degree feedback help, but so does a habit of asking one trusted colleague after key meetings what they noticed.
Disclosure shrinks the hidden pane. Sharing your reasoning, your uncertainty or what you need from the team makes you easier to trust and to follow. The unknown pane tends to shrink as the other two do, often through new experiences and reflection.
The blind pane matters most, which is why I care about it. Early in my career, working with a coach showed me blind spots and triggers I had never seen, and that experience is a large part of why I coach.
Example: a director who learns what her team sees
Imagine a director in a government entity who prides herself on being approachable. Through anonymous feedback she learns that her team sees her as hard to reach because she answers questions with more questions when she is busy. That moves from her blind pane to the open pane. She tells the team what she has learned and what she will try instead, moving something from hidden to open as well.
The Johari window has limits worth knowing
It is a lens, not an assessment. The panes are not fixed sizes and there is no score. It also assumes that more openness is always better, which is not true in every context: a leader still chooses what is appropriate to disclose, especially in hierarchical or highly confidential settings.
Finally, feedback only shrinks the blind pane if you can hear it without defending yourself, which is often the real work.
Rula Husseini is an Executive Leadership & Mindset Coach (ICF PCC) based in Manama, Bahrain, with 26+ years in leadership, HR and talent development and 4,500+ coaching hours. She coaches executives, emerging leaders and teams in Arabic and English, in person and online.
Credentials and training →Frequently asked questions
How do I find my blind spots using the Johari window?
Ask people who see you in different situations what they notice, and listen without explaining. The guide on how to find your leadership blind spots gives practical questions to use.
Is the Johari window used in coaching?
Often, as a way to make sense of feedback. In 360 feedback coaching the model helps a leader sort what was surprising, what they already knew and what they choose to change.
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