The Johari window (Interesting that the name “Johari” is actually based on the

 
The Johari window (Interesting that the name “Johari” is actually based on the creators FIRST names – psychologists Joseph Luft and Harrington Ingham, back in 1955) is used to help individuals understand each other. Their window is made up of four segments:
1. What is known to me but not to others 
2. What is known to others but not to me
3. What is known to me as well as others
4. What neither one of us know – i.e., a collective ignorance
Developing a more close-knit organizational culture, begins with co-workers bonding over various things. Many of these things have nothing to do with work, but are of common interests. The more we know about each other, the more connection points we create bonds with people of different demographics and peer groups. This helps create and foster a stronger culture.
There are exercises that can help move the ignorance of what is known to that which is known. This is what we will explore with your discussion group:
For this discussion post:

Conduct a meeting with several of your co-workers, letting them know that this is for school and should not take more than 15 minutes, (this can be a Zoom meeting or in person).
Give them the following instructions using this script: 

“To create more connection points, it is important that we share bits of ourselves so that we can see each other as more than just our job function. Who we are is as important as what we do when it comes to developing stronger bonds and better organization culture.”
“For this exercise, we will go around and tell each other something that people would not guess looking at us . For example, hobbies, odd jobs, et cetera.”
“I will start first (i.e. the student/you) then we will go around the group and share.”
“As each member of our group shares, make note of what connects you with that person.”
“Now let’s discuss how we now see each person through a different light, as more than just their job/ function is.” 

Post to your discussion group how this exercise has demonstrated to be effective in increasing communication, openness, and creating a stronger, more resilient culture