The Johari Window Profile of Executives of a Public Sector Undertaking

Nair, Shreekumar K.; Naik, Neelima

doi:10.1177/0258042x1003500201

Cited by 8 publications

(5 citation statements)

References 6 publications

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“…Pendamping menawarkan pengenalan diri dan pengembangan diri sebagai salah satu strategi penyelesaian masalah dimulai dari kesadaran diri (Lans et al, 2010) termasuk mengelola emosi dan pikiran melalui relaksasi, keterbukaan dan pengungkapan diri serta upaya mendapatkan umpan balik, antara lain memanfaatkan Jendela Johari (Johari Window) (Beck, 1994;Nair & Naik, 2010;Chang et al, 2012) dan dukungan sosial seluas-luasnya dari banyak pihak terutama terkait pengelolaan usaha dan kemungkinan kerja sama dan peluang pengembangan usaha.…”

Section: Tabel 1 Metode Pelaksanaan Pendampinganunclassified

Pendampingan Dalam Pengenalan Dan Pengembangan Diri Pelaku Usaha Mikro Dan Kecil Di Jambi

Hutapea

Tiatri

Mirabella

2022

JBMI

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The impact of the Covid-19 pandemic on the world economy and Indonesia is terrible. MSMEs are the most affected sector. The initial study of the mentoring team found that MSME actors had a psychological impact due to a prolonged pandemic that hampered their business. We designed intervention as a short workshop via interactive online (web conference) by specifying a settlement approach, work procedures, partner participation, and specific types of outcomes. This assistance has at least a positive impact on knowledge and attitude change marked by planning and a commitment to self-knowledge and development. Moreover, seeking external support opportunities for business sustainability, finding strategies to maintain business, and adopting the characteristics of successful business actors during the pandemic in addition to the ability to cope with emotions and motivate themselves and the employees. Psychological interventions carried out for partners in the context of self-identification and self-development as MSME actors during the pandemic in Jambi showed a positive impact. However, because the duration of this implementation is relatively short, it is not possible to reveal the impact on the skills needed in the introduction and self-development of MSME actors as well as the real impact on business management. Therefore, it is hoped that this assistance can be applied longer and also applied to other MSME actors, especially during this pandemicABSTRAK:Dampak pandemi Covid-19 terhadap perekonomian dunia dan Indonesia tergolong berat. UMKM menjadi sektor yang paling terdampak. Kajian awal tim pendamping menemukan pelaku UMKM mengalami dampak psikologis akibat pandemi berkepanjangan yang menghambat usahanya. Intervensi ini dirancang sebagai lokakarya singkat melalui daring interaktif atau konferensi web yang dilanjutkan diskusi-diskusi melalui platform media sosial dengan menerapkan pendekatan penyelesaian, prosedur kerja, partisipasi mitra, dan jenis hasil tertentu. Bantuan ini setidaknya berdampak positif pada perubahan pengetahuan dan sikap yang ditandai dengan perencanaan dan komitmen untuk pengembangan diri dan terus menerus meningkatkan pengetahuan. Selain itu, partisipan juga mengakui sedang mencari peluang dukungan eksternal untuk kelangsungan usaha, menemukan strategi untuk mempertahankan usaha, dan mengadopsi karakteristik pelaku usaha yang sukses di masa pandemi selain juga kemampuan untuk mengatasi emosi dan memotivasi diri sendiri dan karyawannya. Intervensi psikologis yang dilakukan kepada mitra dalam rangka pengenalan dan pengembangan diri sebagai pelaku UMKM pada masa pandemi di Jambi menunjukkan dampak positif. Namun, dikarenakan durasi pelaksanaan ini tergolong singkat, maka belum dimungkinkan untuk mengungkapkan dampaknya pada kecakapan (skill) yang dibutuhkan dalam pengenalan dan pengembangan diri para pelaku UMKM serta dampak nyata pada pengelolaan usaha. Maka dari itu, diharapkan pendampingan ini dapat diterapkan lebih lama dan juga diterapkan pada pelaku UMKM lainnya terutama pada masa pandemi ini.

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Section: Tabel 1 Metode Pelaksanaan Pendampinganunclassified

Pendampingan Dalam Pengenalan Dan Pengembangan Diri Pelaku Usaha Mikro Dan Kecil Di Jambi

Hutapea

Tiatri

Mirabella

2022

JBMI

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“…Since 1955, the Johari Window has been used extensively in human resource development to, amongst other things, help leaders recognize their blind spots (Nair & Naik, 2010). The Johari Window is divided into four quadrants.…”

Section: Acknowledging Our Behavioral Blind Spotsmentioning

confidence: 99%

“…However, input is not enough. For the entire development process to succeed, the leader must seek to opti-mize both exposure and feedback (Nair & Naik, 2010). Exposure relates to the leader's willingness to operate in non-defensive, trusting, and open ways, which enhance mutual understanding.…”

Section: Acknowledging Our Behavioral Blind Spotsmentioning

confidence: 99%

The Impact of Self Deception on Leadership Effectiveness

Cohee,

Voorhies

2021

JBIB

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Self-deception in leadership occurs when leaders make mistaken assessments about themselves and act according to those assessments. Results can be unhealthy, if not destructive. To help mitigate this natural tendency, we first seek to characterize the overall life cycle of self-deceived leadership. Second, we offer a model, rooted in Scripture and research, explaining the behavioral root of self-deception. Finally, we present an alternate path toward leadership self-awareness, reinforcing a lifelong commitment to Christian spiritual formation.

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“…For example, in the literature on business communication and human resources, the Johari Window's valuing of feedback and self-disclosure has formed the basis of many proposed models for co-worker and manager-worker interactions [2][3][4]. In [5] and [6], the tool is considered for nursing intercommunication and medical procedure attitudes, respectively.…”

Section: Previous Applications Of the Johari Windowmentioning

confidence: 99%

Opening the window to lifelong learning: Applying the Johari Window framework in engineering communication curriculum

Cassidy

2014

2014 IEEE International Professional Communication Conference (IPCC)

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Providing long-term access to writing and communication support can be a significant challenge for engineering faculties. When writing instruction is restricted to just one semester, the challenge for instructors, as a result, is to utilize the short time they have with engineering students in ways that will help students to self-initiate long-term communication learning. An educational tool that shows promise in achieving this goal is the Johari Window-a longestablished psychological concept that is heavily examined in many disciplines but thus far has been under-explored in the literature on engineering communication. When applied in this new context, the Window provides a framework for students to continually self-assess their skills and to build better awareness of how their communication is perceived by others. Furthermore, it has significant potential to illustrate the interrelationship of stakeholder communication needs in which professional engineers must participate. Most importantly, however, it is a tool that students can continue to use without the ongoing assistance of a communication instructor. This paper will explore the implications of applying the Johari Window framework to engineering communication courses, and will examine specific curriculum applications of the tool.

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The Johari Window Profile of Executives of a Public Sector Undertaking

Cited by 8 publications

References 6 publications

Pendampingan Dalam Pengenalan Dan Pengembangan Diri Pelaku Usaha Mikro Dan Kecil Di Jambi

Pendampingan Dalam Pengenalan Dan Pengembangan Diri Pelaku Usaha Mikro Dan Kecil Di Jambi

The Impact of Self Deception on Leadership Effectiveness

Opening the window to lifelong learning: Applying the Johari Window framework in engineering communication curriculum

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