Is this content inappropriate? Report this Document. Flag for inappropriate content. Related titles. Carousel Previous Carousel Next. Topic 7 Lecture 13 the Role of Counselor as Facilitator. Journal of Personality and Social Psychology, , Vol.
Jump to Page. Search inside document. This is the information about the person - behaviour, attitude, feelings, emotion, knowledge, experience, skills, views, etc known by the person 'the self' and known by the group 'others'.
She volunteers her time to be a support person on call to help recovering alcoholics. She is unaware that she comes across to the clients in this way. Example3: Susan would prefer not to take care of the client in detox because doing so provokes painful memories from her childhood.
Because she does not want the other staff members to known about these feelings, however, she volunteers to take care of the detox client whenever they are assigned to her unit. Example 4: Susan felt very powerless as a child growing up with an alcoholic father. She seldom knew in what condition she would find her father or what his behavior would be.
The people she is helping are also unaware that susan is satisfying an unfulfilled personal need as she provides them with assistance.
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Susarla Surya. Durgesh Trivedi. Amiga Mi. Khalid Javaid Anwer. This is an attempt to make students lose their inhibition. Special attention is essential to avoid emotional upset of the candidates. There are some hidden qualities which are known to the self and unknown to others. This particular region is considered as hidden form. This hidden or avoided self represents feelings, information, and interests. This area particularly revolves around hidden agendas, manipulative intentions, fears, inhibitions, secrets.
The motive of this is to move the candidate into the open area through the process of 'disclosure' by exposing relevant information and feelings, hence the terminology as 'self-disclosure' and 'exposure process'. By reducing the hidden area we can increase the open area reaps benefits like good cooperation, understanding, trust, reliability, healthy team work, and efficacy.
This acts as a catalyst in reducing the potential for poor behaviours, misunderstanding, confusion, poor communication, ignorance, inefficiency, fear of judgement or susceptibility and expands the horizon by enhancing mutual understanding which enables an efficacious individual and group performance.
This area is more prevalent in younger people and people who lack sportive spirit and confidence. The teachers, managers and leaders should help the students by creating an environment that instils a spirit of self discovery to promote the process of constructive observation and feedback among team members.
This benefits people to fulfil and achieve desirable results. Objectives of the Study This conceptual study has been undertaken keeping in mind the following objectives : i. To examine the link between interpersonal communication and managerial effectiveness iii. To explore and examine the link between the group dynamics and interpersonal communication in an organization Research Methodology This conceptual study is carried out by studying the published research papers of two pioneers of Communication theory Joseph Luft and Harry Inhagam.
Other research papers and web articles related to application of JOHARI window have also been used as references for the purpose of conducting the study. Such individuals can work well with others and are free from mistrust, confusion, conflict and misunderstanding, They also have a responsibility to promote a culture of openness and transparency.
Table 2 shows the open window of a new manager , while Table 3 illustrates the open window of an established manger. Established individuals have a larger open area than new members, This is because established individuals have more experience and knowledge compared to newcomers, The open area can be developed horizontally by offering feedback to the new members. It can also develop vertically when new members share information about themselves.
As this area decreases, the open area automatically increases. The facade has been exhibited in Table 5, is the area where individuals keep certain traits or behaviours to themselves and do not disclose them to other. Generally, extracting this information is not an easy process, as the extent of disclosure is dependent on the discretion of the individual. An open organizational climate promoted by the manager has a great impact on disclosures of such kind.
A self - aware individual with a mature mindset is less likely to hold back organization- specific information in an open environment. The unknown area indicates feelings, aptitudes and latent abilities that are unknown to the person as well as to the group.
The leader or manger can prompt the person to discover these abilities,managers can help employees deal with inhibitions and fears by giving feedback and suggestions. The importance they give and effort they devote to the human-oriented activities of communicating and human resource management is far more than the successful mangers. Thus, indirectly, highly effective mangers do not have large unknown as shown in Figure 1 but have a large arena.
They are comfortable communicating with their peers and employees. Effective managers and their key employees always strive to open their free areas and reduce their blind, hidden and unknown area. A major area that impacts productivity and organizational effectiveness is managerial communication style. Dr Jay Hall of Teleometrics has identified four models of managerial behaviour and correlate them to styles that effective communication managers exhibits.
Hall has identified four styles the developer, the manipulator, the task master and the regulator. The last three contain within them the styles that do not lead to open communication and mutual understanding.
Hall identifies the Developers as the most effective managers, Developers have strong self-awareness and self confidence along with a deep understanding of their emotions, strengths, limitations, values and motives, they are realistic and honest with themselves and others, They have large Arena because they are open about their feelings and regularly look for feedback.
Through building a culture of openness and sharing they attract and retain high performing employees committed to their job and organization. People with established working relationships will have the lager areas and those who are new will have the smaller areas. Often, this comes through the natural process of developing work experiences, but can also be accelerated by actively engaging in personal feedback processes.
Personal boundaries are to be respected and there needs to be healthy group norms describing the type and depth of information that best contributes to effective working relationships. The Blind Area often holds the keys to personal and team progress. When strengths and areas for development are shared in this quadrant, the recipient is better able to make decisions on behaviour changes and seeking support or resources for personal development.
Regardless of the type of information shared here, it needs to be data that will help the recipient become a better person and a more effective employee.
The Hidden Area is where we keep personal information that we do not want others to have access. The reasons for keeping information hidden can range from being personally sensitive, that one would not want to share openly, to information that an employee would like to share, but does not feel there is adequate trust or safety to do so.
In either of these situations, exposing information in this quadrant can have negative repercussions. However, if the organizational climate is founded on trust and respect, then sharing relevant information helps both the individual and the team.
The Unknown Area is where our greatest potential resides. People are complex and there is much under the surface in the unconscious mind. In the course of living, events can occur where feelings, thoughts, or insights are realized that were never recognized before. These are instances where the Unknown Area reveals clues to an inner life that had previously gone unnoticed.
Forming Forming is the first stage of team development. This stage is characterised by a high level of dependence on the the leader for guidance and direction Table 6. This stage is characterised by competition and strife among the team members,communication thus, plays an important role in idea development, articulation of team goal sand facilitating productive interaction Table 7. Table 7 Communication in the Storming Stage of Team Development Member Communication Team Leader Communication Using hurtful words, argumentation, and Listening to a coterie of influential persons debates or a particular individual Indulging in gossip or back-biting Failing to explain the team goals in a proper manner Keeping secrets from each other Too much empty talk and no action Meeting the leader in isolation Failing to report to higher-ups and clients Failing to listen to instructions Taking absolutely no feedback from others Norming Norming is the third stage of team development.
This stage is characterised by generating agreement and creating consensus. Communication is vital for agenda-setting and creating norms-written as well as unwritten-for interaction. Table 8. This stage is characterised by a fully functioning team.
Communication is geared towards updating each other on team progress and reporting. Table 9.
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