The New Johari Window #23: Quadrant Two: Interpersonal Needs

The New Johari Window #23: Quadrant Two: Interpersonal Needs

Third, the need for openness is likely to be higher (and is more likely to be met) when the group is moving through the norming stage. During this stage, the group is establishing the “true” values and purposes of the interpersonal relationship or group. Finally, all three interpersonal needs are likely to be in play during the fourth stage (performing) and to be of greater or lesser importance as a function of the specific challenges being faced within the interpersonal relationship or group.

Challenge Two: Moving from External to Internal Locus of Control

When we look at the Johari Window, several strategies become apparent with regard to helping us become more personally effective in expressing and meeting our interpersonal needs. When we link the stages of interpersonal and group development (from Schutz and Tuchman) (see discussion in Chapter Three) to the dynamics of the four quads of Johari, an interesting dynamic appears. The forming stage, with inclusion being the primary focus, is closely associated with the management of Q1. It is the most externally-focused of the developmental stages.

The second stage, storming, primarily involves reticent feedback (Q2) and reticent disclosure (Q3). Control lies at the heart of the matter with regard to interpersonal issues during this stage. It is a particularly frustrating stage for many people (hence the label “storming”), in part because it often is strongly influenced by external forces (though it is not as external in focus as stage one). The third stage, norming, concerns constructive feedback (Q2) and appropriate disclosure (Q3). Some Q4 is also unveiled during this stage of development. It is more under internal control then are the dynamics of either the forming or storming stages. The fourth stage, performing, involves maximum internalization of control and a sustained balance among the four quadrants.


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About the Author

William BergquistWilliam Bergquist, Ph.D. An international coach and consultant in the fields of psychology, management and public administration, author of more than 50 books, and president of a psychology institute. Dr. Bergquist consults on and writes about personal, group, organizational and societal transitions and transformations. His published work ranges from the personal transitions of men and women in their 50s and the struggles of men and women in recovering from strokes to the experiences of freedom among the men and women of Eastern Europe following the collapse of the Soviet Union. In recent years, Bergquist has focused on the processes of organizational coaching. He is coauthor with Agnes Mura of coachbook, co-founder of the International Journal of Coaching in Organizations and co-founder of the International Consortium for Coaching in Organizations.

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