HNCC –BBA FHS I Chapter 2

Chapter 2 – Know Yourself and Concept of Goal Setting

● Self Awareness through Johari Window

Developed by Joseph Luft and Harry Ingham (thus the name Johari Window),
this model is highly useful in analysing the causes for inter-personal conflict. The model
is based on 2 assumptions:
1. Degree to which the person knows about himself or herself.
2. Degree to which the person is known to others.
The basic premise of Johari Window is that our personal and professional
relationships can be greatly improved through understanding ourselves in depth and
choosing those aspects of self that can be shared with others. The authors believe that
the more we share of ourselves with others, the more we can develop interpersonal
relationships.
The Johari Window is diagrammed in a grid that is divided into four regions,
each representing one aspect of personality.
Feedback
Known to self Not known to self

Known
to others Open area Blind area

Disclosure

Not Unknown area

Hidden area
known to
others

Open area:
This area consists of details known to self and to others. The information relates
to the person’s name, job, marital status, region from where the person has come and
the like. In the early stages, the open area will be quite narrow. Generally no individual
shares all the details about self with others. As relationship grows, more information is
shared. There is openness and compatibility. Mutual understanding and friendship
between people are the highest in this area.

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Hidden area (hidden self):

This area comprises the knowledge about self but is hidden from others. The
person does not share details about self with others let others would think less of the
person or use the information to the advantage. Not sharing hidden information can save
the person in the short run. Over time, this lack of sharing can lead to distrust and
miscommunication. As the person shares more information with others, the hidden area
shrinks. It remains large if the person is more reserved.
Blind area:
This area encompasses certain things about the person that are known to others
but not to self. This happens because no one has told the person or he or she has blocked
others from telling. For example, the person might have an unknown nervous habit of
holding the table fast or wiggling the foot during meetings when he or she is stressed or
bored. When others point out such behaviours to the person, the blind area shrinks. The
more the person understands strengths and weaknesses of self and is open to others
views, the better manager he or she will become.
Unknown area (undisclosed self);
This is the potentially the most explosive situation. This area contains information
unknown to self and unknown to others. The person does not know himself or herself
because her or she lacks experience and exposure o is unable to recollect past events in
life and articulate them effectively. Others are unaware of the details because they have
not seen the person behaving in different situations or the person have never shared any
details. This unknown window can also contain information that is forgotten or
deliberately suppressed. This window can become smaller over time as people grow,
develop and learn.
SWOT Analysis:

SWOT stands for Strengths, Weaknesses, Opportunities and Threats.

A SWOT analysis is a framework for analysing your strengths and
weaknesses and the opportunities and threats you face. This helps you to focus on
your strengths, minimise weaknesses, and take the greatest possible advantage of
opportunities available.
A SWOT analysis is particularly powerful that it can help you uncover
opportunities that you can take advantage of. And by understanding your

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weaknesses, you can manage and eliminate threats that would otherwise put you in
difficulties.

Internal

Build Strength Overcome Weaknesses

Positive
Negative

Explore Opportunity Overcome Threats

External

Importance of SWOT analysis:

▪ Helps to develops strategies to attain your goals
▪ You can be better than your friends and colleagues
▪ Shows where you currently stand on the path of success
▪ Measures your scopes of reaching desired goals
▪ Boosts your career, life and personality
▪ Helps to better understand who you really are as a person
▪ Maximizes your strengths and diminishes your weaknesses
▪ Explores and also enhances your soft skills and hard skills
▪ It helps you understand your preferences and personality traits.
▪ Focuses on your attitudes, abilities, skills, capabilities and capacities

Benefits of SWOT analysis:

1. Scaleable
It can be as small as a couple of people talking about a situation to a multi month
project in a large multinational company.
2. Simple
It's simple to the participants. They can grasp the concepts and process easily. And
they almost always enjoy the process. It can be practiced at individual and corporate
level.

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3. Less expensive
A SWOT analysis can be done internally provided the internal facilitator has the
experience to manage it. The basic SWOT technique can be fashioned to meet
individual as well as corporate needs.
4. Inclusive
It allows the participation of the team. In addition, since it utilizes the whole team,
the results are more likely to represent the real environment.

Using SWOT analysis:

When using SWOT analysis be realistic about the strengths and weaknesses of
you. Distinguish between where you are today and where you could be in future. Also
remember to be specific by avoiding grey areas and always analyse in relation to the
actual situation. Always keep SWOT analysis short and simple and avoid complexity
and over analysis. Use it as a guide and not as prescription.

SWOT analysis grid:

A SWOT analysis is typically created in a grid format, with the strengths and
opportunities listed on the left, and weaknesses and threats on the right.

Strengths: Weaknesses:
1. 1.
2. 2.
3. 3.
4. 4.
5. 5.
Opportunities: Threats:
1. 1.
2. 2.
3. 3.
4. 4.
5. 5.

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● Why Goal Setting fails:

1. Setting Unrealistic Goals
When you're exploring possible goals, you need to unleash your imagination and
ambition, put your reservations aside, and dream big dreams. However, once you've
decided on a goal, make sure that it is realistic, and that you can actually achieve it in
the time frame that you have set for yourself.
For instance, if your goal is to run a marathon, it's wildly unrealistic to sign up for
one next month, unless you've already done several months of training. Or, if your goal
is to become CEO of a company, but you have no experience, this goal might not be
practical – at least not yet!

2. Focusing on Too Few Areas

Imagine that you've just written your list of goals for the next year. You've committed
to increasing your sales by 15 percent, applying for a promotion, and reading one
leadership book each month.
Although this is an ambitious but achievable list of goals, there's a potential
problem: these goals focus only on your career. You've completely omitted goals from
other parts of your life.
Many people focus solely on their work when they set goals. However, you can't
neglect activities that bring you joy. Goals like writing a book, competing in an
adventure race, or starting a home garden might also be incredibly important for your
happiness and well-being.

3. Underestimating Completion Time

How often has a task or project taken longer than you thought? Probably more times
than you can count! You may also say the same for goals that you've set in the past.
If you don't estimate goal completion time accurately, it can be discouraging when
things take longer to achieve than you think they should. This can cause you to give up.

4. Not Appreciating Failure

No matter how hard you work, you will fail to achieve goals from time to time.
We've all been there, and it isn't fun!
However, your failures are what ultimately determine your character. They also
contain lessons that can change your life for the best, if you have the courage to learn
from them.

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So don't be too upset if you fail to achieve your goals – just take note of where you went
wrong and use that knowledge to reach your goals next time around.

5. Setting "Other People's Goals"

Some people – family, friends, or even your boss – may want to influence the goals
you set. Perhaps they feel that they know what's best for you, or maybe they want you
to take a certain path or do certain things.
Clearly, it's important that you have good relationships with these people, and you
need to do what your boss asks, within reason.

6. Not Reviewing Progress

It takes time to accomplish goals. And sometimes it can feel that you aren't making
much progress.
This is why it's important to take stock of everything that you've accomplished on a
regular basis. Set small sub-goals, celebrate your successes, and analyze what you need
to do to keep moving forward. No matter how slow things seem, you probably are
making progress!
You can also take this opportunity to update your goals, based on what you've learnt.
Have your priorities changed? Or do you need to set aside some extra time for a
particular goal activity? Goals are never set in stone, so don't be afraid to amend them
if you need to.

7. Setting "Negative" Goals

How you think about your goal can influence how you feel about it, and whether
you achieve it. For instance, many people have a goal to "lose weight." However, this
goal has a negative connotation; it's focused on what you don't want – your weight. A
positive way to reframe this goal is to say you want to "get healthy."
Another example of a negative goal is to "stop staying late at work." A positive way
to rephrase this is to "spend more time with family."
Negative goals are emotionally unattractive, which makes it hard to focus on them.
Reframe any negative goals so that they sound positive: you may be surprised by the
difference this makes!

8. Setting Too Many Goals

When you start setting goals, you may see many things that you want to accomplish.
So you start setting goals in all areas.
The problem with this is that you have a fixed amount time and energy. If you try to
focus on many different goals at once, you can't give individual goals the attention they
deserve.

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Instead, use the "quality, not quantity" rule when setting goals. Work out the relative
importance of everything that you want to accomplish over the next six to twelve
months. Then pick no more than, say, three goals to focus on.
Remember, the success of your work towards a goal rests on focusing on just a
few things at a time. If you limit the number of goals you're working on, you'll have the
time and energy you need to do things really well!

● SMART Goals:
SMART is a acronym, giving criteria to guide in the setting of objectives, for example
in project management, employee-performance management and personal
development.

Specific

The criterion stresses the need for a specific goal rather than a more general one. This
means the goal is clear and unambiguous; without vagaries and platitudes. To make
goals specific, they must tell a team exactly what's expected, why it's important, who’s
involved, where it's going to happen and which attributes are important.

A specific goal will usually answer the five 'W' questions:

● What: What do I want to accomplish?

● Why: Specific reasons, purpose or benefits of accomplishing the goal.
● Who: Who is involved?
● Where: Identify a location.
● Which: Identify requirements and constraints.

Measurable

The second criterion stresses the need for concrete criteria for measuring progress
toward the attainment of the goal. The thought behind this is that if a goal is not
measurable it is not possible to know whether a team is making progress toward
successful completion. Measuring progress is supposed to help a team stay on track,
reach its target dates and experience the exhilaration of achievement that spurs it on to
continued effort required to reach the ultimate goal.

Indicators should be quantifiable. A measurable goal will usually answer questions such
as:

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● How much?
● How many?
● How will I know when it is accomplished?

Achievable

The third criterion stresses the importance of goals that are realistic and also attainable.
Whilst an attainable goal may stretch a team in order to achieve it, the goal is not
extreme. That is, the goals are neither out of reach nor below standard performance,
since these may be considered meaningless. When you identify goals that are most
important to you, you begin to figure out ways you can make them come true. You
develop the attitudes, abilities, skills and financial capacity to reach them. The theory
states that an attainable goal may cause goal-setters to identify previously overlooked
opportunities to bring themselves closer to the achievement of their goals.

An achievable goal will usually answer the question how?

● How can the goal be accomplished?

● How realistic is the goal based on other constraints?

Realistic

The fourth criterion stresses the importance of choosing goals that matter. A bank
manager's goal to "Make 50 peanut butter and jelly sandwiches by 3pm" may be
specific, measurable, attainable and time-bound but lacks relevance. Many times you
will need support to accomplish a goal: resources, a champion voice, someone to knock
down obstacles. Goals that are relevant to your boss, your team, your organization will
receive that needed support.

Relevant goals (when met) drive the team, department and organization forward. A goal
that supports or is in alignment with other goals would be considered a relevant goal.

A realistic goal can answer yes to these questions:

● Does this seem worthwhile?

● Is this the right time?
● Does this match our other efforts/needs?
● Are you the right person?
● Is it applicable in the current socio-economic environment?

Time-bound

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The fifth criterion stresses the importance of grounding goals within a time-frame,
giving them a target date. A commitment to a deadline helps a team focus their efforts
on completion of the goal on or before the due date. This part of the SMART goal
criteria is intended to prevent goals from being overtaken by the day-to-day crises that
invariably arise in an organization. A time-bound goal is intended to establish a sense
of urgency.

A time-bound goal will usually answer the questions:

● When?
● What can I do six months from now?
● What can I do six weeks from now?
● What can I do today?

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