Unit-01 Theory of Communication: Nature, Importance Communication; The Communication Process; Gateways to Communication and Role of Barriers and

Introduction Nature of Communication Importance of Communication Role of Effective Business Communication Communication Process Barriers to Communication Gateways to Communication 7 Cs of Communications Johari Window

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Introduction Communication is a non-stop process and is a vital ingredient for success, both within and outside the workplace. It is a part of soft skills, as opposed to domain or technical knowledge, which is a part of hard skills. A formal study of business communication is important, since the average business executive today spends a good part of his time on the job communicating in some form or the other. Nature of Communication Communication in simple terms is a transfer of information between people, resulting in common understanding between them. Communication has been defined differently by different writers and behavioral theorists. Some popular definitions are According to Newman and summer, Communication is an exchange of facts, ideas, opinions or emotions by two or more persons. According to Allen Louis, It is the sum of all the things one person does when he wants to create an understanding in the mind of another. Bellows, Gilson and Odirone define communication as A communion by words, letters, symbols or messages, and as a way that one organization member shares meaning with the other. Hoben defines communication as The verbal interchange of thoughts or ideas. In the words of Anderson, Communication is the process by which we understand others and in turn endeavor to be understood by them. It is dynamic, constantly changing and shifting in response to the total situation. According to Berelson and Steiner, communication is the transmission of information, ideas, emotions, skills, etc., by the use of symbols, words, pictures, figures, graphs, etc. It is the act or process of transmission that is usually called communication. In the words of Fotheringham, Communication is a process involving the selection, production and transmission of signs in such a way as to help a receiver perceive a meaning similar to that in the mind of the communicator. From the above definitions, it is clear that communication has the following characteristics

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 It is Unavoidable It is impossible to not communicate, since we communicate unintentionally all the time, even without the use of words. Our body language, the way we dress, the importance we give to arriving on time, our behavior and the physical environment in which we work, all convey certain messages to others. It is a Two-way Exchange of Information Communication is sharing of information between two or more persons, with continuous feedback. It is a Process Each message is part of a process and does not occur in isolation. This means that the meaning attached to a message depends on what has happened before and on the present context. For example, your bosss response to your request for a promotion will depend on your past relationship with him, as well as his mood at that particular moment. It involves a Sender and a Receiver of Information Any communication starts with a sender of a message and requires a receiver to attach some meaning to that message. It could be Verbal or Non-verbal Communication could be through the use of words in spoken or written form, or through the use of body language such as gestures and facial expressions. It is successful when the Receiver Interprets the Meaning in the Same Way as that intended by the Sender The receiver does not always attach the same meaning to a message as the sender. When the message is wrongly interpreted, the communication is a failure. This may be due to several reasons, which we will examine later in this unit.

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Importance of Effective Business Communication Effective Communication is significant for managers in the organizations so as to perform the basic functions of management, i.e., Planning, Organizing, Leading and Controlling. Communication helps managers to perform their jobs and responsibilities. Communication serves as a foundation for planning. All the essential information must be communicated to the managers who in-turn must communicate the plans so as to implement them. Organizing also requires effective communication with others about their job task. Similarly leaders as managers must communicate effectively with their subordinates so as to achieve the team goals. Controlling is not possible without written and oral communication. Managers devote a great part of their time in communication. They generally devote approximately 6 hours per day in communicating. They spend great time on face to face or telephonic communication with their superiors, subordinates, colleagues, customers or suppliers. Managers also use Written Communication in form of letters, reports or memos wherever oral communication is not feasible. Thus, we can say that effective communication is a building block of successful organizations. In other words, communication acts as organizational blood. Communication is the nerve center of business today. As you go up the corporate ladder, you will find that communication skills are required, more than technical skills. Communication research has revealed that among the factors most important for managerial success, communication skills rank above technical skills. Several surveys conducted among people who have been successful in their professions have indicated that communication skills are more vital to job success than subjects taken in college. Communication has assumed even greater importance today, since the new model of business is based on teamwork, rather than on individual action. Teamwork requires greater coordination and communication. Communication is also required all the more in this age of information and technology. Without communication and human skills, technology will overwhelm an organization. Communication helps to make sense of technology and to manage all this information. For example, communication is required to explain a new computer program or software. While computers can perform routine tasks, jobs like responding to customers needs require a high degree of communication skills. Effective communication serves the following specific purposes in an organization Greater Awareness of Organizational Goals and Teamwork When there is open communication between superiors, co-workers and subordinates, there is smooth flow of information regarding the goals of the organization. Coordination between the different departments in particular, leads to greater motivation to work together towards achieving a common organizational goal, rather than working in isolation. Better Employer-employee Relationships By listening to employees, showing empathy and giving them the freedom to express their opinions without fear of being repressed, a manager can create a climate of openness that leads to better work relationships. Employees

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will then feel more comfortable in approaching their superiors and discussing any matter with them. Problem-solving Effective communication can help resolve conflicts between co-workers, work related and performance related problems. Faceto-face communication is especially suited for achieving this task, since it is one to one and highly personalized in nature. Improved Performance Effective communication by managers at the time of appraising the performance of their employees can point out areas for improvement. A constructive review of performance, through which a manager gives positive feedback and counsels the employee, instead of criticizing him for poor performance, can motivate the employee to perform better. Stronger Link between Managers and the External Environment Apart from internal communication within the organization, effective communication by managers with external audiences such as customers, government, bankers, media and suppliers leads to a better rapport with them.A manager will be able to understand the needs of his customers, be aware of the presence of quality suppliers of material, of government regulations and of the expectations of the community at large, only through proper communication. The importance of communication in an organization can be summarized as follows: 1. Communication promotes motivation by informing and clarifying the employees about the task to be done, the manner they are performing the task, and how to improve their performance if it is not up to the mark. 2. Communication is a source of information to the organizational members for decision-making process as it helps identifying and assessing alternative course of actions. 3. Communication also plays a crucial role in altering individuals attitudes, i.e., a well informed individual will have better attitude than a less-informed individual. Organizational magazines, journals, meetings and various other forms of oral and written communication help in moulding employees attitudes. 4. Communication also helps in socializing. In todays life the only presence of another individual fosters communication. It is also said that one cannot survive without communication. 5. As discussed earlier, communication also assists in controlling process. It helps controlling organizational members behaviour in various ways. There are various levels of hierarchy and certain principles and guidelines that employees must follow in an organization. They must comply with organizational policies, perform their job role efficiently and communicate any work problem and grievance to their superiors. Thus, communication helps in controlling function of management. An effective and efficient communication system requires managerial proficiency in delivering and receiving messages. A manager must discover various barriers to communication, analyze the reasons for their occurrence and take preventive steps to avoid those barriers. Thus, the primary responsibility of a manager is to develop and maintain an effective communication system in the organization.

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Importance of Effective Business Communication From a Business Article

Communications play a vital role in all business areas, everything from Business Development to Sales & Marketing. In business it is crucial and very important to have excellent communications skills. Lack of effective communications may lead to misunderstandings, lack of information, lower performance and more employee rotation. When managers cannot communicate with their employees there are always gaps and lower performance. The same is true when employees cannot communicate with their managers and supervisors, lack of trust will lead to lower performance too. Ineffective communication is frustrating for employees and becomes a source of conflict and crisis. Managers that cannot communicate their ideas and demands properly will lead to employees inability to perform at their job. Employees will certainly communicate among each other and managers will be misunderstood and not followed. There are many benefits of effective communication at the workplace. If a leader is able to express his or her ideas clearly, team members will know what is expected of them and consequently will perform at their jobs. Clear communication at the workplace ensures that team members and leaders understand each other and are more effective and efficient at what they do. Communications makes it clear of what is expected and how to get there. It is also a way of engaging in best practices and being more efficient. Effective communication skills will provide a clear understanding of what is expected, what to do and when to do it. Communication increases performance, increases customer loyalty and profits. Only through clear communication an employee can understand the goals, the mission and the vision of a company. Here are some tips for effective business communication

Communication style has to be positive and effective. Employees should communicate challenges and problems to their supervisor in order for the company to take measures for turning problems into solutions. Problems should be communicated to both employees and managers. Companies should encourage effective communication all the time. By doing so employees will understand the importance of communication. Communication is a two-way process, employees should not only listen they should also have the chance and be encouraged to ask questions, discuss, and express their own ideas. Feedback is an essential part of an organizations performance. Share ideas, best practices and feedback with team members.

Effective communication will help companies increase productivity and help avoiding delays. Effective communication leads to an efficient style of management and to successful business practices.

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Role of Effective Business Communication Communication programs that effectively convey business strategies, objectives and goals to various audiences like employees or customers will add value to the business. The best strategy will fail if it cannot be communicated clearly and to the right people. Thus, effective business communication contains multifaceted and complex aspects. Setting a specific objective or goal and deciding how to measure it ensures efficient and on-target messages. Communication with Consumers and Customers
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Aside from paid advertising, businesses can effectively communicate with potential customers through news media, online tools and contacts within the business location. These messages should be consistent with the business strategy. Research the people who typically use the business and develop a communication plan based on their preferences. Use consumer feedback to make changes to the messages. Engage in two-way communications practices through conversation and dialogue via websites and/or letters.

Internal Communications with Employees

Often, a business's most important audience is its employees. Effective business communication includes providing employees with the business strategy in an easyto-understand format that helps them identify their role within the company. Even during tough economic times internal communication should not stop. In March 2010, a time of economic instability in the U.S., Alison Davis, CEO of Davis & Company, an employee communications firm, wrote "... smart companies are using the economic crisis as a way to connect with employees, despite the need to make painful decisions. Others are taking advantage of a brightening financial picture in order to build a new sense of community."

Stakeholder and/or Stockholder Communication

For many businesses, the Securities and Exchange Commission (SEC) requires the publication of an annual report or a 10-k. In the competition for investors, a company with an annual report that effectively communicates business strategies, goals and accomplishments will have an advantage. The report should be designed in a way that evokes interest and enhances comprehension. Research the business's average stockholder and incorporate his wants and needs into the document.

Crisis Communication
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"Communicators are uniquely positioned to integrate crisis communication into the overall business strategy" writes Caroline Sapriel, the founder of CS&A, a risk and crisis management firm. Effective crisis communication takes a proactive approach by anticipating possible negative business issues then developing a specific plan to addressing, explaining and mitigating the crisis. This type of business communication must be fast, responsive, accurate and emotionally sensitive due to the fast-paced, reactive nature of the Internet.

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Enhancing Business Value and Strategy

Linda Dunbar, the executive director for communications strategy and public affairs at Ford Motor Company, describes how a misalignment of corporate strategy and communications can hurt the business in the long run. The solution, she says, is "Communications officials must meet with corporate strategists on a regular basis to understand the projects they are working on. ... This is the only way to have the background and perspective to communicate positive and negative news." Business strategy is most effective when it is communicated in a way that fosters understanding within the company. Effective communication to the public outside the company adds value to the business in many forms such as goodwill, sales, stock buying and positive press.

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The Communication Process Irrespective of the setting in which communication takes place or the number of people that are involved, all communication consists of certain key elements. The Communication Model shown below illustrates each of these elements. Model of Communication

Sender or Encoder This is the person who transmits a message. For example, a manager is writing a letter of apology to a customer regarding a defective product, or a sales manager making a presentation to his sales team. Receiver or Decoder The person who notices and decodes, or attaches some meaning to a message. Decoding may not always be accurate and a wrong meaning may be attached to a message. For example, a friendly joke might be taken as an offense, or feedback given to a subordinate by a superior might be taken in the wrong sense. Message This is any signal that triggers the response of a receiver. Messages may be intentional (as in the example of the sales presentation given above) or unintentional (nonverbal signals such as yawns that convey the message of boredom). Channel This refers to the medium or the method used to deliver the message. As a business executive, you will often have a choice of channels. For example, you could communicate with a customer through a letter, through email or telephone.

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Feedback Most communication is two-way. Receivers generally respond to messages for example, students may ask questions during a lecture session and an employer may tell an employee that he has to think about his proposal. This response to a senders message is called feedback. This kind of feedback is oral. Sometimes feedback could also be written, as when you respond to a customers letter of complaint, for example. At other times, feedback could be non-verbal, as in smiles and nods of appreciation during a talk or presentation. Even failure to respond could be considered as feedback, since it may indicate a lack of interest or indifference to the senders message. Due to the element of feedback, people are simultaneously senders and receivers of information in face-to-face communication. Noise Communication fails when the message received is not identical to the message that is sent. Several factors could interfere with the exchange of messages. Noise refers to all these factors that disrupt the communication and could be classified under the following typesPhysical Noise Distracting sounds, poor acoustics, or just information overload could interfere with the listening process. Physiological Noise Hearing or other disabilities, fatigue, or physical illness could come in the way of both speaking and listening. Psychological Noise Sometimes emotions within the sender or receiver such as preoccupations, hostility, fear or lack of interest could interfere with the speaking or listening process. Context This refers to the setting in which the communication takes place and could sometimes determine the success or failure of the communication. Context could be classified as followsPhysical context refers to the physical surroundings for example a work or social environment, in which the communication takes place. Asking your boss for a promotion might be received differently, depending on whether the communication takes place in your office, your bosss office, at a company party or over lunch at a restaurant. Social context refers to the relationship between the sender and the receiver. Taking the same example, asking for a promotion is likely to be received differently, depending on how well you get along with your boss and whether you are personal friends or not. Chronological context refers to time related factors that could influence the communication. For example, is your request made first thing in the morning or at the fag end of the day? Is it made during or after work hours? Is it made at a time when the company is going through problems such as a strike in the factory, or major losses? Cultural context refers to the similarity of backgrounds between the sender and the receiver, such as age, language, nationality, religion and gender. These factors could influence the communication favorably or unfavorably. Each of the elements discussed above contributes to the success of the communication.

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In other words, communication can go wrong if any of the following elements go wrong 1. The wrong person sends the message. For example, a junior accountant in a company writing a letter to a bank, asking for a loan for a project worth several crores, is not likely to get the banks approval. 2. The message is unclear or badly worded. Or there are too many messages, leading to confusion and information overload. 3. The wrong channel of communication is chosen. Placing an ad for a liquor product in a religious magazine for example, is not likely to be received favorably! 4. The message is wrongly interpreted, i.e., the receiver attaches the wrong meaning to the message. 5. The feedback is not adequate to ensure understanding. 6. Physical, physiological or psychological noise distorts the message. 7. The communication takes place in the wrong physical, social, chronological or cultural context.

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Barriers to Communication In the earlier section on the communication process, noise was mentioned as one of the elements of communication. Noise is essentially a barrier to communication and we distinguished between physical noise, physiological noise and psychological noise. There are many other barriers to communication, an understanding and analysis of which are needed before coming up with ways to eliminate or minimize them. These barriers may be classified as follows 1. Environmental Barriers This is the same as physical noise, which could be in the form of distracting sounds, an overcrowded room, poor facilities and acoustics, all of which may hinder the ability to listen to and understand the message. 2. Individual Barriers A major barrier to interpersonal communication is a tendency to judge, evaluate, approve or disapprove of the views of another person. This happens particularly in situations where we have strong feelings about something. In such cases, we tend to block out the communication and form our own viewpoints. 3. Organizational Barriers In organizations that are too hierarchical, that is, where there are multiple layers, messages may have to pass through many levels before they finally reach the receiver. Each level may add to, modify or completely change the message, so much so that it becomes distorted by the time it reaches the intended receiver. In other words, there is likely to be loss of meaning and the message may not reach the receiver in the same way as it was intended by the sender. 4. Channel Barriers In the earlier section, it was pointed out that communication can fail due to any of the different elements going wrong. Wrong choice of channel is one of the main barriers to communication. Using a wrong medium of advertising, or conveying a message orally when a written letter would be more appropriate, are examples. The written channel is more appropriate when the communication is more formal or for keeping things on record, while emotional messages such as feelings about co-workers are better conveyed orally. 5. Linguistic and Cultural Barriers When the sender of the message uses a language that the receiver does not understand, the communication will not succeed. Either the sender may be using a different or foreign language, or the language used may be too highly technical for the receiver to understand. Linguistic barriers may also occur in cross-cultural advertising and distort the communication, when translating campaigns or slogans literally from one language to another. For example, Pepsis slogan Come Alive with Pepsi, when translated into Chinese, read Pepsi brings your ancestors back from the grave! Cultural differences refer to differences in values and perceptions, which may affect the interpretation of the message by the receiver. For example, a joke about women may be taken in the wrong sense if the receiver belongs to a culture where women are highly respected.

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6. Semantic Barriers The word semantics refers to the meaning of words and the way in which they are used. For example, different words may have different meanings in different cultures. Failure to take this into consideration could lead to serious blunders. Example : Saying The new product launch went like a bomb in British English would mean that the new product launch was a success. On the other hand, saying The product launch bombed in American English would mean that the new product was a disaster. 7. Non-verbal Barriers This refers to the non-verbal communication that goes with a particular message. Non-verbal communication includes tone of voice, body language such as gestures and facial expressions, etc. We will be discussing this in great length in a later unit. If the tone of voice and body language are negative, the communication will fail, however positive the spoken and written message. For example, if you happen to meet a long lost friend and say I am delighted to meet you, but in a sad tone of voice, the exact opposite message will be conveyed! Therefore, it is important to avoid giving conflicting signals, through the use of non-verbal communication. Gateways to Communication Certain steps can be taken, both at the organizational level, as well as at the individual level, to effectively deal with the barriers to communication, in order to try to minimize them, if not eliminate them entirely Organizational Action 1. Encourage Feedback Organizations should try to improve the communication system by getting feedback from the messages already sent. Feedback can tell the managers whether the message has reached the receiver in the intended way or not. 2. Create a Climate of Openness A climate of trust and openness can go a long way in removing organizational barriers to communication. All subordinates or junior employees should be allowed to air their opinions and differences without fear of being penalized. 3. Use Multiple Channels of Communication Organizations should encourage the use of multiple channels of communication, in order to make sure that messages reach the intended receivers without fail. This means using a combination of both oral and written channels, as well as formal (official) and informal (unofficial) channels of communication. The types of channels will be discussed in detail later, in a separate unit.

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Individual Action 1. Active Listening This means listening to the meaning of the speakers words, rather than listening without hearing, or passive listening. Passive listening is a barrier to communication, whereas real communication takes place when we listen actively, with understanding. Listening is a skill which can be developed through proper training. 2. Careful wording of messages Messages should be worded clearly and without ambiguity, to make sure that the message that is received is the same as the message that is sent. 3. Selection of Appropriate Channels Individuals should be competent enough to choose the right communication channel, depending on the situation. Channels of communication and the criteria for selection of channels will be discussed in detail in a later chapter.

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7 Cs of Communications There are 7 Cs of effective communication which are applicable to both written as well as oral communication. These are as follows: 1. Completeness - The communication must be complete. It should convey all facts required by the audience. The sender of the message must take into consideration the receivers mind set and convey the message accordingly. A complete communication has following features:

Complete communication develops and enhances reputation of an organization Moreover, they are cost saving as no crucial information is missing and no additional cost is incurred in conveying extra message if the communication is complete A complete communication always gives additional information wherever required. It leaves no questions in the mind of receiver Complete communication helps in better decision-making by the audience/ readers/ receivers of message as they get all desired and crucial information It persuades the audience

2. Conciseness - Conciseness means wordiness, i.e, communicating what you want to convey in least possible words without forgoing the other Cs of communication. Conciseness is a necessity for effective communication. Concise communication has following features: It is both time-saving as well as cost-saving. It underlines and highlights the main message as it avoids using excessive and needless words. Concise communication provides short and essential message in limited words to the audience. Concise message is more appealing and comprehensible to the audience. Concise message is non-repetitive in nature. 3. Consideration - Consideration implies stepping into the shoes of others. Effective communication must take the audience into consideration, i.e, the audiences view points, background, mind-set, education level, etc. Make an attempt to envisage your audience, their requirements, emotions as well as problems. Ensure that the selfrespect of the audience is maintained and their emotions are not at harm. Modify your words in message to suit the audiences needs while making your message complete. Features of considerate communication are as follows: Emphasize on you approach. Empathize with the audience and exhibit interest in the audience. This will stimulate a positive reaction from the audience. Show optimism towards your audience. Emphasize on what is possible rather than what is impossible. Lay stress on positive words such as jovial, committed, thanks, warm, healthy, help, etc.

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4. Clarity - Clarity implies emphasizing on a specific message or goal at a time, rather than trying to achieve too much at once. Clarity in communication has following features: It makes understanding easier. Complete clarity of thoughts and ideas enhances the meaning of message. Clear message makes use of exact, appropriate and concrete words. 5. Concreteness - Concrete communication implies being particular and clear rather than fuzzy and general. Concreteness strengthens the confidence. Concrete message has following features: It is supported with specific facts and figures. It makes use of words that are clear and that build the reputation. Concrete messages are not misinterpreted. 6. Courtesy - Courtesy in message implies the message should show the senders expression as well as should respect the receiver. The sender of the message should be sincerely polite, judicious, reflective and enthusiastic. Courteous message has following features: Courtesy implies taking into consideration both viewpoints as well as feelings of the receiver of the message. Courteous message is positive and focused at the audience. It makes use of terms showing respect for the receiver of message. It is not at all biased. 7. Correctness - Correctness in communication implies that there are no grammatical errors in communication. Correct communication has following features: The message is exact, correct and well-timed. If the communication is correct, it boosts up the confidence level. Correct message has greater impact on the audience/ readers. It checks for the precision and accurateness of facts and figures used in the message. It makes use of appropriate and correct language in the message. Awareness of these 7 Cs of communication makes you an effective communicator.

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THE JOHARI WINDOW: A MODEL FOR SOLICITING AND GIVING FEEDBACK

The process of giving and receiving feedback is one of the most important concepts in training. Through the feedback process, we see ourselves as others see us. Through feedback, other people also learn how we see them. Feedback gives information to a person or group either by verbal or nonverbal communication. The information you give tells others how their behavior affects you, how you feel, and what you perceive (feedback and selfdisclosure). Feedback is also a reaction by others, usually in terms of their feelings and perceptions, telling you how your behavior affects them (receiving feedback). A model known as the Johari Window illustrates the process of giving and receiving feedback. Psychologists Joseph Luft and Harry Ingham developed the window for their group process program. Look at the model above as a communication window through which you give and receive information about yourself and others. Look at the four panes in terms of columns and rows. The two columns represent the self; the two rows represent the group. Column one contains "things that I know about myself;" column two contains "things that I do not know about myself." The information in these rows and columns moves from one pane to another as the level of mutual trust and the exchange of feedback varies in the group. As a consequence of this movement, the size and shape of the panes within the window will vary. The first pane, the "Arena," contains things that I know about myself and about which the group knows. Characterized by free and open exchanges of information between myself and others, this behavior is public and available to everyone. The Arena increases in size as the level of trust increases between individuals or between an individual and the group. Individuals share more information, particularly personally relevant information.

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The second pane, the "Blind Spot," contains information that I do not know about myself but of which the group may know. As I begin to participate in the group, I am not aware of the information I communicate to the group. The people in the group learn this information from my verbal cues, mannerisms, the way I say things, or the style in which I relate to others. For instance, I may not know that I always look away from a person when I talk... or that I always clear my throat just before I say something. The group learns this from me. Pane three, the "Facade" or "Hidden Area," contains information that I know about myself but the group does not know. I keep these things hidden from them. I may fear that if the group knew my feelings, perceptions, and opinions about the group or the individuals in the group, they might reject, attack, or hurt me. As a consequence, I withhold this information. Before taking the risk of telling the group something, I must know there are supportive elements in our group. I want group members to judge me positively when I reveal my feelings, thoughts, and reactions. I must reveal something of myself to find out how members will react. On the other hand, I may keep certain information to myself so that I can manipulate or control others. The fourth and last pane, the "Unknown," contains things that neither I nor the group knows about me. I may never become aware of material buried far below the surface in my unconscious area. The group and I may learn other material, though, through a feedback exchange among us. This unknown area represents intrapersonal dynamics, early childhood memories, latent potentialities, and unrecognized resources. The internal boundaries of this pane change depending on the amount of feedback sought and received. Knowing all about myself is extremely unlikely, and the unknown extension in the model represents the part of me that will always remain unknown (the unconscious in Freudian terms). Individual Goals Within a Group In a small group, each member can work toward an individual goal as well as the group's goal. For example, let's say that your goal is to decrease the size of your Blind Spot (windowpane two). In other words, you want to move the vertical line to the right in the window. The size of the Arena and Facade panes will increase as the size of the Blind Spot and Unknown panes decreases. The Blind Spot contains information the group knows about you, but you do not know. The only way you can learn this information is to seek feedback from the group. If you solicit feedback consistently and remain receptive to that feedback, the size of your Blind Spot will decrease.

Suppose you decide to reduce the Facade pane, i.e., move the horizontal line down. This window contains information you have hidden from the group. You can reduce the size of

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this window by telling the group or group members about your perceptions, feelings, and opinions about things in others and yourself. This feedback tells the group exactly where you stand; they no longer need to guess about the meaning of your actions. As you disclose more information about yourself, you decrease the size of your Facade pane.

The Johari window panes are interdependent. Changing the size to one pane forces the size of corresponding panes to change also. In the previous examples, when you reduced the size of the Blind Spot or Facade panes through giving and soliciting feedback, you increased the size of the Arena pane. In the process of giving and asking for feedback, you may tend to do much more of one than the other. This creates an imbalance between giving and asking for feedback. This imbalance may affect your effectiveness in the group and the group members' reactions to you. The amount of feedback shared and the ratio of giving versus soliciting feedback affect the size and shape of the Arena. Study the four windows below. Each characterizes extreme ratios of soliciting and giving feedback. Think how a person described in each window might appear to you in a small group.

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The Ideal Window The Ideal Window in the first example reflects a high degree of trust in the group or in any relationship significant to the person. If you are in this window, the size of your Arena increases because of your increased trust level in the group. The norms developed by your group for giving and receiving feedback facilitate this kind of exchange. The large Arena suggests that much of your behavior is open to your group members. Because of your openness, other group members do not need to interpret (or misinterpret) or project more personal meanings into your behavior. They understand your actions and words, and they know you are open to soliciting and giving feedback. You do not need a large Arena with everyone. Your casual acquaintances may see this kind of openness as threatening or inappropriate because of the relationship you have with them. The more open you are in dealing with others, the fewer games you play in relationships. The Large Facade Window - The Interviewer Window number two suggests a person who characteristically participates by asking questions but not giving information or feedback. If you are in this window, the size of your Facade relates to the amount of information you provide to others. You may respond to the group norm to maintain a reasonable level of participation by asking for information. You intervene by asking questions such as: "What do you think about this?" "How would you have acted if you were in my shoes?" "How do you feel about what I just said?" "What is your opinion of the group?" You want to know where other people stand before you commit yourself. You do not commit yourself to the group, making it difficult for them to know where you stand on issues. At some point in your group's history, other members may have confronted you with a statement similar to this one: "Hey, you are always asking me how I feel about what's going on, but you never tell me how you feel." This style, characterized as the Interviewer, may eventually evoke reactions of irritation, distrust, and withholding. The Blind Spot Window - Bull-in-the-China Shop Window number three suggests a person who characteristically participates primarily by giving feedback but soliciting very little. If you are in this window, you tell the group what you think of them, how you feel about what is going on in the group, and where you stand on group issues. You may lash out at group members or criticize the group as a whole and view your actions as being open and above board. For some reason, you either appear to be insensitive to the feedback you get or do not hear what group members tell you. Either you may be a poor listener or you may respond to feedback in such a way that group members are reluctant to continue to give you feedback. Members get angry, cry, threaten to leave. As a consequence, you do not know how you are coming across to other people or what impact you have on others. Because you do not correct your actions when you receive group feedback, you appear out of touch, evasive, or distorted. You continue to behave ineffectively because of your one-way communication (from you to others). Since you are insensitive to the groups steering function, you do not know what behaviors to change.

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The Unknown Window - The Turtle The fourth window suggests a person who characteristically participates by observing. If you are in this window, you do not know much about yourself, nor does the group know much about you. You may be the silent member in the group who neither gives nor asks for feedback. The "soliciting" and "giving feedback" arrows are very short. Group members find it difficult to know where you stand in the group or where they stand with you. You are the mystery person. You appear to have a shell around you, insulating you from other group members. If group members confront you about your lack of participation, you may respond with, "I learn more by listening." While you may find it painful to participate actively, you will learn considerably more than you would if you choose to participate passively. Your shell keeps people from getting in and you from getting out. You will expend a considerable amount of energy maintaining a closed system because of the pressure which group norms exert on your behavior. The goal of soliciting feedback and self-disclosure or giving feedback is to move information from the Blind Spot and the Facade into the Arena, where everyone accesses it. The process of giving and receiving feedback moves new information from the Unknown into the Arena. You have an "Aha" experience when you suddenly perceive a relationship between a hereand-now transaction in the group and a previous event. You gain insight and inspiration from these experiences. It takes practice to give nonthreatening feedback. You must develop sensitivity to other people's needs and be able to put yourself in another person's shoes. Be accepting of yourself and of others to make your feedback more valuable to others.

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