Les équipes ne peuvent pas fonctionner efficacement sans communication et informations partagées. Lorsque les perspectives, les capacités et les sentiments sont ouverts, les relations d'équipe sont dynamiques et productives. Les individus peuvent améliorer le succès de leur équipe en cherchant activement des moyens de partager des informations au sein du groupe et en favorisant la transparence, la franchise et l'authenticité. En 1955, les psychologues américains Joseph Luft et Harry Ingham ont mis au point une méthode permettant aux individus de visualiser et de comprendre eux-mêmes et leurs relations avec les autres. La fenêtre de Johari est un outil pour organiser et inventorier les caractéristiques personnelles tant à l'intérieur qu'à l'extérieur.
A breakdown of the informational spheres negotiations take place in.
johari window quadrants
Texte du Storyboard
Known by Them
Common Knowledge
Known by You
Their Secrets
Unknown by You
TOP SECRET
Unknown by Them
This information is known to all parties. Negotiations that take place in this area can more easily build on trust and are like shared puzzles. The negotiators may have different interests, but they are operating in the same environment to realize their goals.
Your Secrets
This is the information that could help you (like their bottom line), but which you don't know. You may be able to access this information through research and observation, or through disclosing your secrets in exchange.
Unavailable Information
• Bottom Line:• Goals:• BATNA:
Your secrets contain information that the other negotiators don't (yet) have access to. You can share this information to shift these items into the sphere of common knowledge, but doing so could weaken your power in the negotiation.
This contains information that neither party is aware of. It may be something unpredictable in the future, current data that has not been gathered, or common misapprehensions. Negotiations that rely heavily on matters unknown to either side are shared gambles.