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Johari Window

De Scrum Manager BoK
Esta página es una versión traducida de la página Ventana de Johari. La traducción está completa al 100 %.
⏱ 3 min  ·  📅 2026
The Johari Window is a psychological model that represents the different areas of self-awareness and interpersonal awareness of a person within a group. It was developed by psychologists Joseph Luft and Harry Ingham in 1955 (the name combines their first names: Jo-Harry). In agile team contexts, it is used as a coaching and development tool to improve communication, trust, and feedback.

The four windows

The model divides knowledge into four quadrants along two axes: what the person knows about themselves and what others know about them.

Known to me Unknown to me
Known to others Arena (open) Information that is shared and visible to everyone. This is the area of effective communication. Blind spot Behaviors or traits that others see in me but I do not perceive. Feedback expands this area.
Unknown to others Facade (hidden) What I know about myself but do not share with others. Trust reduces this area. Unknown Aspects no one is aware of: undiscovered potential, unconscious motivations. Self-development and exploration reduce this area.

How It Is Used in Agile Teams

The goal when working with the Johari Window is to expand the Arena (open) area: the larger the arena, the more effective the team's communication.

Two mechanisms expand the arena:

  • Giving and receiving feedback: shrinks the blind spot. What others see and I don't perceive becomes visible when the team has a culture of honest, safe feedback.
  • Openness and self-disclosure: shrinks the façade. When people share more about their motivations, fears, or limitations, the team can collaborate with more real context.

Both mechanisms require psychological safety as a precondition.

In the Retrospective

The retrospective is a natural space for working with the Johari Window: techniques such as ESVP, Appreciations, or Helped Hindered Hypothesis expand the team's arena by creating formal opportunities for feedback and self-disclosure.

Common mistake

Sharing blind spot feedback without first building trust. Honest feedback about someone's blind spots can be very valuable or very harmful, depending on the team's level of trust and psychological safety. Forcing feedback about unperceived behaviors on a team without psychological safety breeds defensiveness instead of learning.

See also

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