The New Johari Window #28: Quadrant Three: Interpersonal Needs

The New Johari Window #28: Quadrant Three: Interpersonal Needs

In this essay, I continue by detailed exploration of quadrant three, as I did with regard to quadrant one and two. Once again, I turn to analysis of interpersonal needs. The dynamics of Quad 3 is the opposite of Quad 2 with regard to the fulfillment of interpersonal needs. A’s task in Quad 3 is to actively express her needs to B (and other people) so that B (and others) might respond in a manner that meets A’s needs.

Inclusion

If I have a strong need for inclusion, then the fundamental question becomes: “Do I want these other people to fulfill this interpersonal need for inclusion (as well as other interpersonal needs)?” There are two closely related concerns: “Do I want to determine if I will engage in this relationship or become a member of this group and do I want to determine or at least influence the selection of other participants in this relationship or other members of the group.” “I fear that I will have to be involved in a relationship or with a group of which I don’t want to be a member.”

These concerns about interpersonal inclusion that are housed in Quad Three can take on either a proactive or reactive form. In the case of a proactive stance, I decide not to express my need for inclusion; in the case of a reactive stance, I wait for other people to identify and articulate my need for inclusion. When I am proactive with regard to the retention of a need for inclusion in Quad Three, then it is likely that I don’t want to disclose this need to other people. I take a reactive stance when I have a strong need for inclusion, but don’t express this need (it remains in Quad Three). I somehow expect other people to “know” that I have this need.

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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: www.psychology.edu) offers Master and Doctoral degrees in both clinical and organizational psychology to mature, accomplished adults.

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