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Have you ever been part of a team where everyone was completely open with one another? If so, then the chances are that you worked extremely effectively together. You knew your co-workers very well, and there was a solid foundation of trust between you. As a result of this positive working environment, you probably accomplished a great deal with this group. Most of us realize that teams rely on trust in order to function productively, but how do you go about building that trust? The Johari Window is a model that helps you do this, and it helps you learn important things about yourself, and so develop as a human being. In this article we'll look at how the Johari Window works, and we'll see how you can use it with your team to improve communication and trust.
Another important aspect of enlarging your Open Area is accepting feedback from others on your team. This feedback helps you learn things about yourself that others can see, but that you can't. This is important for personal growth. Tip: Be careful in the way you give feedback. Some cultures have a very open and accepting approach to feedback, but others don't. You can cause incredible offense if you offer personal feedback to someone who's not used to it, so be sensitive, and start gradually. If someone is interested in learning more about you, they can reciprocate by disclosing information in their hidden quadrant. For example, imagine that you tell someone on your team that you're interested in going to business school to get your MBA. She responds by telling you that she enrolled just a few months ago, and then she tells you all about the MBA program that she's involved with. You reciprocate by opening up about your career goals, and you discuss how an MBA will help you achieve them. As a person's level of confidence and self-esteem rises, it becomes easier to invite others to comment on their blind spots. Obviously, active and empathic listeningskills are useful in this exercise.
Feedback
The importance of feedback in this process can't be overstated. It's only by receiving feedback from others that your Blind Area will be reduced, and your Open Area will be expanded. Group members should strive to help other team members to expand their Open Area by offering constructive feedback. The size of the Open Area can also be expanded vertically downwards into the Hidden Area, as people disclose information and feelings to the group. Also, group members can help a person expand their Open Area into the Hidden Area by asking personal questions. Managers and team leaders play a key role here, by teaching team members how to give constructive feedback to individuals about their own Blind Areas. Tip: The Johari Window is often used with a list of 56 adjectives such as "kind," "clever," or "idealistic." These adjectives can be used with the group to describe the person that everyone is focused on. You can see a list of adjectives to usehere.
Key Points
Joseph Luft and Harry Ingham developed the Johari Window in 1955. The tool is a useful visual representation of a person's character, and is represented with a four-quadrant grid. The goal of the Johari Window is to demonstrate the importance of open communication, and to explain its effect on group trust. The model also teaches you the importance of self-disclosure, and shows how group feedback can help you grow, both personally and professionally. Your Open Area is expanded vertically with self-disclosure, and horizontally with feedback from others on your team. By encouraging healthy self-disclosure and sensitive feedback, you can build a stronger and more effective team. You can learn 700 similar skills elsewhere on this site. Click here to see our full toolkit. If you like our approach, you ca
What motivates employees to go to work each morning? Many people get great satisfaction from their work and take great pride in it; Others may view it as a burden, and simply work to survive. This question of motivation has been studied by management theorists and social psychologists for decades, in attempts to identify successful approaches to management. Social psychologist Douglas McGregor of MIT expounded two contrasting theories on human motivation and management in the 1960s: The X Theory and the Y Theory. McGregor promoted Theory Y as the basis of good management practice, pioneering the argument that workers are not merely cogs in the company machinery, as Theory X-Type organizations seemed to believe. The theories look at how a manager's perceptions of what motivates his or her team members affects the way he or she behaves. By understanding how your assumptions about employees motivation can influence your management style, you can adapt your approach appropriately, and so manage people more effectively.
Theory X
Theory X assumes that employees are naturally unmotivated and dislike working, and this encourages an authoritarian style of management. According to this view, management must actively intervene to get things done. This style of management assumes that workers: Dislike working. Avoid responsibility and need to be directed. Have to be controlled, forced, and threatened to deliver what's needed. Need to be supervised at every step, with controls put in place. Need to be enticed to produce results; otherwise they have no ambition or incentive to work. X-Type organizations tend to be top heavy, with managers and supervisors required at every step to control workers. There is little delegation of authority and control remains firmly centralized. McGregor recognized that X-Type workers are in fact usually the minority, and yet in mass organizations, such as large scale production environment, X Theory management may be required and can be unavoidable.
Theory Y
Theory Y expounds a participative style of management that is de-centralized. It assumes that employees are happy to work, are self-motivated and creative, and enjoy working with greater responsibility. It assumes that workers: Take responsibility and are motivated to fulfill the goals they are given. Seek and accept responsibility and do not need much direction. Consider work as a natural part of life and solve work problems imaginatively. This more participative management style tends to be more widely applicable. In Y-Type organizations, people at lower levels of the organization are involved in decision making and have more responsibility.
Motivation Theory X assumes that people dislike work; they want to avoid it and do not want to take responsibility. Theory Y assumes that people are self-motivated, and thrive on responsibility.
Management Style and Control In a Theory X organization, management is authoritarian, and centralized control is retained, whilst in Theory Y, the management style is participative: Management involves employees in decision making, but retains power to implement decisions. Work Organization Theory X employees tend to have specialized and often repetitive work. In Theory Y, the work tends to be organized around wider areas of skill or knowledge; Employees are also encouraged to develop expertise and make suggestions and improvements. Rewards and Appraisals Theory X organizations work on a carrot and stick basis, and performance appraisal is part of the overall mechanisms of control and remuneration. In Theory Y organizations, appraisal is also regular and important, but is usually a separate mechanism from organizational controls. Theory Y organizations also give employees frequent opportunities for promotion. Application Although Theory X management style is widely accepted as inferior to others, it has its place in large scale production operation and unskilled production-line work. Many of the principles of Theory Y are widely adopted by types of organization that value and encourage participation. Theory Y-style management is suited to knowledge work and professional services. Professional service organizations naturally evolve Theory Y-type practices by the nature of their work; Even highly structure knowledge work, such as call center operations, can benefits from Theory Y principles to encourage knowledge sharing and continuous improvement.
Tip 1: Enough theory. Which approach do you prefer? Do you work most effectively when your boss controls every part of everything you do? Or would this drive you mad, so that you'd just do what he or she wanted (and nothing more), look for another job, and then leave? Or would you prefer a boss who helps you to do your best, increasingly trusts your judgment, allows you to use your creativity, and step-by-step gives you more control over your job? Would you work more effectively for a Theory X or Theory Y manager? Learn from this! As it is for you, it will be for many of the members of your team! Tip 2: That said, different members of your own team may have different attitudes. Many may thrive on Theory Y management, while others may need Theory X management. Still others may benefit from an altogether different approach. Mix and match appropriately.
Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper "A Theory of Human Motivation".[2] Maslow subsequently extended the idea to include his observations of humans' innate curiosity. His theories parallel many other theories of human developmental psychology, some of which focus on describing the stages of growth in humans. Maslow used the terms Physiological, Safety, Belongingness and Love, Esteem, Self-Actualization and Self-Transcendence needs to describe the pattern that human motivations generally move through. Maslow studied what he called exemplary people such as Albert Einstein, Jane Addams, Eleanor Roosevelt, and Frederick Douglass rather than mentally ill or neurotic people, writing that "the study of crippled, stunted, immature, and unhealthy specimens can yield only a cripple psychology and a cripple philosophy."[3] Maslow studied the healthiest 1% of the college student population. [4] Maslow's theory was fully expressed in his 1954 book Motivation and Personality.[5] While the hierarchy remains a very popular framework in sociology research and secondary and higher psychology instruction, it has largely been supplanted by attachment theory in graduate and clinical psychology and psychiatry.[6][7]
Contents
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1 Hierarchy
o o o o o
1.1 Physiological needs 1.2 Safety needs 1.3 Love and belonging 1.4 Esteem 1.5 Self-actualization
2 Research 3 Criticism 4 Changes to the hierarchy by circumstance 5 See also 6 Further reading 7 References 8 External links
Hierarchy
Maslow's hierarchy of needs is often portrayed in the shape of a pyramid with the largest, most fundamental levels of needs at the bottom and the need for self-actualization at the top.[1][8] While the pyramid has become the de facto way to represent the hierarchy, Maslow himself never used a pyramid to describe these levels in any of his writings on the subject. The most fundamental and basic four layers of the pyramid contain what Maslow called "deficiency needs" or "d-needs": esteem, friendship and love, security, and physical needs. If these "deficiency needs" are not met with the exception of the most fundamental (physiological) need there may not be a physical indication, but the individual will feel anxious and tense. Maslow's theory suggests that the most basic level of needs must be met before the individual will strongly desire (or focus motivation upon) the secondary or higher level needs. Maslow also coined the term Metamotivation to describe the motivation of people who go beyond the scope of the basic needs and strive for constant betterment.[9] The human mind and brain are complex and have parallel processes running at the same time, thus many different motivations from various levels of Maslow's hierarchy can occur at the same time. Maslow spoke clearly about these levels and their satisfaction in terms such as "relative," "general," and "primarily." Instead of stating that the individual focuses on a certain need at any given time, Maslow stated that a certain need "dominates" the human organism.[10] Thus Maslow acknowledged the likelihood that the different levels of motivation could occur at any time in the human mind, but he focused on identifying the basic types of motivation and the order in which they should be met.
Physiological needs
Physiological needs are the physical requirements for human survival. If these requirements are not met, the human body cannot function properly, and will ultimately fail. Physiological needs are thought to be the most important; they should be met first.
Air, water, and food are metabolic requirements for survival in all animals, including humans. Clothing and shelter provide necessary protection from the elements. While maintaining an adequate birth rate shapes the intensity of the human sexual instinct, sexual competition may also shape said instinct.[2] The neutrality of this article is disputed. Relevant discussion may be found on the talk page. Please do not remove this message until thedispute is resolved. (February 2013)
Safety needs
With their physical needs relatively satisfied, the individual's safety needs take precedence and dominate behavior. In the absence of physical safety due to war, natural disaster, family violence,childhood abuse, etc. people may (re-)experience post-traumatic stress disorder or transgenerational trauma. In the absence of economic safety due to economic crisis and lack of work opportunities these safety needs manifest themselves in ways such as a preference for job security, grievance procedures for protecting the individual from unilateral authority, savings accounts, insurance policies, reasonable disability accommodations, etc. This level is more likely to be found in children because they generally have a greater need to feel safe. Safety and Security needs include: Personal security Financial security Health and well-being Safety net against accidents/illness and their adverse impacts
According to Maslow, humans need to feel a sense of belonging and acceptance among their social groups, regardless if these groups are large or small. For example, some large social groups may include clubs, co-workers, religious groups, professional organizations, sports teams, and gangs. Some examples of small social connections include family members, intimate partners, mentors, colleagues, and confidants. Humans need to love and be loved both sexually and non-sexually by others.[2] Many people become susceptible to loneliness, social anxiety, andclinical depression in the absence of this love or belonging element. This need for belonging may overcome the physiological and security needs, depending on the strength of the peer pressure.
Esteem
All humans have a need to feel respected; this includes the need to have self-esteem and self-respect. Esteem presents the typical human desire to be accepted and valued by others. People often engage in a profession or hobby to gain recognition. These activities give the person a sense of contribution or value. Low self-esteem or an inferiority complex may result from imbalances during this level in the hierarchy. People with low self-esteem often need respect from others; they may feel the need to seek fame or glory. However, fame or glory will not help the person to build their self-esteem until they accept who they are internally. Psychological imbalances such as depression can hinder the person from obtaining a higher level of self-esteem or self-respect. Most people have a need for stable self-respect and self-esteem. Maslow noted two versions of esteem needs: a "lower" version and a "higher" version. The "lower" version of esteem is the need for respect from others. This may include a need for status, recognition, fame, prestige, and attention. The "higher" version manifests itself as the need for self-respect. For example, the person may have a need for strength, competence, mastery, self-confidence, independence, and freedom. This "higher" version takes precedence over the "lower" version because it relies on an inner competence established through experience. Deprivation of these needs may lead to an inferiority complex, weakness, and helplessness. Maslow states that while he originally thought the needs of humans had strict guidelines, the "hierarchies are interrelated rather than sharply separated".[5] This means that esteem and the subsequent levels are not strictly separated; instead, the levels are closely related.
Self-actualization
Main article: Self-actualization "What a man can be, he must be."[11] This quotation forms the basis of the perceived need for selfactualization. This level of need refers to what a person's full potential is and the realization of that potential. Maslow describes this level as the desire to accomplish everything that one can, to become the most that one can be.[12] Individuals may perceive or focus on this need very specifically. For example, one individual may have the strong desire to become an ideal parent. In another, the desire may be expressed athletically. For others, it may be expressed in paintings, pictures, or inventions. [13] As previously mentioned, Maslow believed that to understand this level of need, the person must not only achieve the previous needs, but master them.
[edit]Measurable The second term stresses the need for concrete criteria for measuring progress toward the attainment of the goal. The thought behind this is that if a goal is not measurable, it is not possible to know whether a team is making progress toward successful completion. Measuring progress is supposed to help a team stay on track, reach its target dates, and experience the exhilaration of achievement that spurs it on to continued effort required to reach the ultimate goal. A measurable goal will usually answer questions such as: How much? How many? How will I know when it is accomplished?
[edit]Attainable The third term stresses the importance of goals that are realistic and attainable. While an attainable goal may stretch a team in order to achieve it, the goal is not extreme. That is, the goals are neither out of reach nor below standard performance, as these may be considered meaningless. When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them. The theory states that an attainable goal may cause goal-setters to identify previously overlooked opportunities to bring themselves closer to the achievement of their goals. An attainable goal will usually answer the question: How: How can the goal be accomplished?
[edit]Relevant The fourth term stresses the importance of choosing goals that matter. A bank manager's goal to "Make 50 peanut butter and jelly sandwiches by 2:00pm" may be Specific, Measurable, Attainable, and TimeBound, but lacks Relevance. Many times you will need support to accomplish a goal: resources, a champion voice, someone to knock down obstacles. Goals that are relevant to your boss, your team, your organization will receive that needed support. Relevant goals (when met) drive the team, department, and organization forward. A goal that supports or is in alignment with other goals would be considered a relevant goal. A relevant goal can answer yes to these questions: Does this seem worthwhile? Is this the right time? Does this match our other efforts/needs? Are you the right person?
[edit]Time-bound The fifth term stresses the importance of grounding goals within a time frame, giving them a target date. A commitment to a deadline helps a team focus their efforts on completion of the goal on or before the due date. This part of the S.M.A.R.T. goal criteria is intended to prevent goals from being overtaken by the day-to-day crises that invariably arise in an organization. A time-bound goal is intended to establish a sense of urgency. A time-bound goal will usually answer the question: When? What can I do 6 months from now? What can I do 6 weeks from now? What can I do today?
[edit]See
also
Johari Adjectives Below is 56 adjectives to use for Johari Window, use them as much as possible. Fill in for yourself andthen ask your friend/ classmate to fill in for you too.In alphabetical order they are: able accepting adaptable bold brave calm caring cheerful clever complex confident dependable dignified energetic extroverted friendly giving happy helpful idealistic
independent ingenious intelligent introverted kind knowledgeable logical loving mature modest nervous observant organized patient powerful proud quiet reflective relaxed religious responsive searching self-assertive self-conscious sensible sentimental shy silly smart spontaneous sympathetic tense trustworthy warm wise
witty