The New Johari Window #27: Quadrant Three: The Locus of Control

The New Johari Window #27: Quadrant Three: The Locus of Control

Conversely, a positive proactive and positive reactive context (external locus) will encourage direct disclosure, whereas an interpersonal context that discourages both proactive and reactive disclosure usually makes a request for feedback from others (indirect disclosure) even more risky and inappropriate. The relationship between interpersonal context and indirect disclosure is a bit more complex than that between interpersonal context and direct disclosure. On the one hand, we are more likely to ask for feedback in a positive, supportive context than in a negative, threatening context. On the other hand, we may be less in need of this feedback in a positive, supportive context, since other people are more likely to share their own Quad Two information about us without having to be asked.

Perhaps we have another curvilinear relationship: very negative and very positive interpersonal contexts will discourage indirect disclosure, while moderately positive contexts encourage our request for feedback (indirect disclosure). I will avoid feedback or even find a way (often nonverbal) to request that another person not give me feedback (“Don’t tell me”) if the context is threatening and non-supportive, and won’t need to say anything if the context is positive. Ultimately, I may claim my internal locus of control when confronted with an interpersonal context that is negative by avoiding this interpersonal context all together: “if this isn’t a safe place, if you don’t really care about me, or if I don’t really know what is appropriate or inappropriate to disclose, then I’m going elsewhere—to a place that is safe, caring and clear!”



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About the Author

William Bergquist

William BergquistWilliam Bergquist, Ph.D. An international coach and consultant, professor in the fields of psychology, management and public administration, author of more than 45 books, and president of a graduate school of psychology. Dr. Bergquist consults on and writes about personal, group, organizational and societal transitions and transformations. His published work ranges from the personal transitions of men and women in their 50s and the struggles of men and women in recovering from strokes to the experiences of freedom among the men and women of Eastern Europe following the collapse of the Soviet Union. In recent years, Bergquist has focused on the processes of organizational coaching. He is coauthor with Agnes Mura of coachbook, co-founder of the International Journal of Coaching in Organizations and co-founder of the International Consortium for Coaching in Organizations. His graduate school (The Professional School of Psychology: offers Master and Doctoral degrees in both clinical and organizational psychology to mature, accomplished adults.

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