Blind Spots: What You Should Know About It

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Aristotle once said: “Knowing yourself is the beginning of all wisdom”. No doubt a sound strategy to thrive in all spheres of life, especially in corporate landscapes. We ought to know our inclinations and with that, identify our strengths and weaknesses. Yet there is one more aspect that many people tend overlook; the elusive blind spot.

 

In 1955, Joseph Luft and Harrington Ingham created what is known today as the ‘Johari Window (Self Awareness, 2013).’ A part of it basically defines a blind spot as a behaviour trait an individual is not conscious of, but one which is clearly observed by others.

This comes as a contrast to what we commonly know as ‘strengths and weakness.’ For weaknesses, they are commonly viewed as competency or the lack thereof. Going further, weaknesses can also be strengths over or under used. Without an optimal balance, our actions can lead to an ineffective outcome. Hence, a weakness is something an individual is able to identify and be guided to manage when he or she is willing to receive feedback and take the relevant action.

A blind spot however, takes a more subtle slant, becoming something a person is entirely unaware of.

Take for instance being forthright is a strength in itself; it helps others understand and appreciate what you see as important and valuable for them. However when this inclination is over-used, a person may become blunt and come across as offensive others. Conversely when under-used, a person may be perceived as non-communicative.

With such an inclination to be forthright, the individual may be dealing with work that is technical in nature in an open and communicative environment. His inclination to be forthright is a response to his perception of what he believes is most important and effective to thrive in his work. However, he may not be aware that he becomes blunt and possibly offensive to his colleagues in stressful situations when under time pressure to perform. This is his blind spot.

Feedback from peers or colleagues often provide valuable insights of the traits and actions that we do not see. These could be strengths that have shifted out of the optimal balance or even shortfalls we do not have knowledge of even after much introspection or personal reflection. No one seeks to fail. It is through such experiences where one can benefit from the feedback of colleagues who are aware of him and the situation.

This is but one out of many cases where blind spots can arise. More often than not, they also involve a lethal combination of personality traits within a person that trigger negative behaviours under stressful conditions. Managing blind spots can be a long haul. However the first step is to realise and acknowledge their existence. Once we are aware of them, half the battle is won.

But what if the feedback and observations from others are tinted by their own blind spots? What if multiple sources of feedback conflict? Who should we listen to?

Find out more on the deeper applications for understanding blind spots.

Find out more about taking people’s feedback.

 

References:

Self Awareness. (2013). Retrieved from Self Awareness: https://www.selfawareness.org.uk/news/understanding-the-johari-window-model

 

 

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