Back in 1998 I attended one of BHP's 9 day residential Leadership schools at Lancemore Hill in Victoria Australia. It was an amazing experience led by Phil Boas - quite an enigmatic & provocative character & a colleague of Tim Dalmau. I went there as an angry supervisor - resentful of circumstances that I had been dealt with the previous year.
We found ourselves facing long days with many unexpected learning challenges - but the personal development & growth we each experienced was breathtaking. A reflective journal (precursor to Blogs) was mandatory & we were monitored to make sure they were completed. Being locked up with Phil for 10 days was certainly unforgettable & also to be honest a truly life changing experience. I emerged in a far more positive mental framework - helped by a very supportive learning community of fellow managers & team leaders.
The key concept we learned was to create more effective teams - teams of all different sizes & makeups. It was all predicated assuming that by understanding diversity : accepting personality differences & realizing the benefits that different perspectives could bring - particularly in dramatically changing circumstances - dealing with Black Swan events.
It was challenging for us as deeply focused techo's to be confronted by Psychology concepts that we might have hitherto avoided : MBTI - Myers Briggs Type Indicators & also the Johari Window perspective - which draw from the work of Carl Jung.
Maybe it sounds esoteric - but to me - understanding & internalising MBTI, Jung & Johari as back of the envelope concepts was crucial to my development as a manager & an elected political representative.
Certainly the Johari Window in my mind aligns with Karl Rove's "Known Known's / Unknown Unknowns" post Sept 11 2001 & also Nassim Taleb's GFC "Black Swan" - not to mention the HR community's Conscious Competence Learning Model.
Certainly the Johari Window in my mind aligns with Karl Rove's "Known Known's / Unknown Unknowns" post Sept 11 2001 & also Nassim Taleb's GFC "Black Swan" - not to mention the HR community's Conscious Competence Learning Model.
For a long time I seemed to hear nothing of Johari windows - then "out of the blue" I began to hear references - which was great because I never actually dropped their concepts from my manager's "toolkit". In fact for years I have used these in my conference & workshop presentations on Knowledge Management.
So here are a few of my fav'd social bookmarks on the Johari Window that I've discovered over the last year or so in my Diigo "Personal Effectiveness" List
- Connecting, Relationships, Social Media. @Rog42 leads a discussion, @Robin_Dickinson comments http://bit.ly/dkAHOc\n- Tony Hollingsworth (hollingsworth) http://twitter.com/hollingsworth/statuses/16466462847
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- provides 4 windows to our attributes, capabilities, behaviours- key concepts :
only by revealing the hidden areas, can you build relationships with people in any context
so only by disclosing your facade, and learning about your Blind Spots, can others build trust in you.
only by giving feedback on other’s blind spots, and learning about their facades, can you build trust in them.
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- The concept of the Johari House was named by Charles Handy & aligns with thoughts of Myers-Briggs Type Indicator which derives from Carl Jung
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- Takes the 4 quadrant model of Johari window and instead of applying it to me & others - instead it applies it to top management (alt to "me") & employees (alt to "others")
aim is about increasing organizational collaboration
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- 4 Quadrants :
Open - what I know about myself & you know about me
Blind - what you know about me but I am unaware of
Hidden - what I know about myself but you do not know
Unknown - what I don't know about myself & neither do you know about me
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- Developed by Joseph Luft & Harry Ingham : 4 Quadrants Key points two key ideas behind the tool:
1. That individuals can build trust with others by disclosing information about themselves.
2. That they can learn about themselves and come to terms with personal issues with the help of feedback from others.
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A Maven's Magnets on PKM :
For effective leadership, it's really worth understanding MBTI & what your style is : eg for me it's "N" or "Intuitive"
-ie I like to consider possible situations & prepare for them by developing a comprehensive PKM - Personal Knowledge Management System, in advance
- but this takes time & resources & obviously I can't predict every imaginable problem
- whereas if I was an "S" or "Sensing" then I would wait until issues arose, then locate the resources I need
- which is predicated on assuming that all resources you need are easily located
What is important is to understand your preferred style & work with its positives & negatives
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