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The purpose of this paper is to apply to the study of information needs the Johari Window framework that has long been accepted as a useful model for understanding interpersonal communication.

The work presents a newly‐constructed version of the Window to delineate a typology of information needs and to identify implications that emerge for information professionals.

The paper finds that information needs can be seen to fall into five broad categories: needs that are known to the individual but not to the information professional; needs that are known to both parties; needs that are known to the information professional but not the individual; needs that are misunderstood by the individual; and needs that are not known to either the individual or the information professional.

Conceptualising information needs in terms of the revised Johari Window highlights how information professionals are of crucial importance in helping clients satisfy their information needs, even in an era in which much information searching is done by end‐users themselves.

No previous paper has applied the Johari Window to the investigation of information needs and few authors have made an attempt to use the framework in any area of library and information science (LIS) whatsoever. The fact that the work deals with both theoretical and practical dimensions will interest LIS academics and library professionals who work regularly with information users.

This paper has two parts, namely, Part 1 and Part 2. The purpose of this paper (Part 1) is to explain an adaptive relational paradigm that can efficaciously respond to the complex issues in wicked problems. A relational paradigm can work across the disciplines and fields that characterise wicked problems. It is also methodologically plural – that is it uses various inquiry instruments together. It becomes a hybrid approach when involving narratives and structured processes enabling the adopted instruments to converge to a coherent (living) story. The purpose of Part 2 will be to provide a theoretical framework that with illustration responds to Part 1.

Wicked problems and their issues do not respect academic disciplines, and as they are multidisciplinary, they require a cross-disciplinary approach when seeking resolution. Autonomous agency theory is adopted capable of structuring cross-disciplinary inquiry processes and formulating a hybrid inquiry paradigm. The paper sets up a narrative agency approachable of delivering a structure that results in a general theory of hybrid inquiry.

The paradigm, which traditionally defines a field of study conceptualises and regulates approaches that enable inquiry into behavioural systems. Mono-disciplinary, they are not suitable for the resolution of issues that arise from cross-disciplinary wicked problems. To resolve this, a relational paradigm has been defined within which sits a cross-disciplinary hybrid inquiry system. A general theory of hybrid inquiry has been offered. It is shown that agency theory can successfully embrace a relational paradigm.

To determine the limitations of this theory there is a need to provide exemplars, which is currently premature. Another outcome is to centre on modes of practice in hybrid inquiry, but there is insufficient space for this here.

This paper makes an original contribution by formulating a structured approach on the creation of a relational paradigm capable of supporting hybrid inquiry. It also adopts cross-disciplinary theory to make its case for a relational paradigm, recognising that wicked problems are cross-disciplinary. As part of the regulatory process, it connects Rittel’s IBIS schema intended to resolve wicked problems issues and the Johari Window and explains how they would relate. A means is suggested for determining the degree of undecidability of wicked problems issues, and hence, that of the models that inquiry produces. This uses formative characteristics that define a modelling space. The paper also adopts Husserl’s concept or lifeworld, which acts as a channel for complex narrative theory through which regulative processes are enabled.

The purpose of this paper is to introduce the “Johari Window” as a tool to illustrate how providers and patients differ in their understanding of healthcare quality.

The four quadrants of the Johari Window depict information known by both parties, by providers only, by patients only and by neither party.

By understanding these differing perceptions, clinicians and planners can improve the patient’s experience of service delivery.

There has been no formal evaluation of this tool’s performance. It is presented as a heuristic teaching model to stimulate inquiry and discussion.

The author has used the Johari Window in various cultural contexts, where its clarity and simplicity help introduce a potentially sensitive subject. Because it has face validity as an easy-to-understand tool, it can be used with students and junior care providers as well as non-clinician governors.

Research into top management team (TMT) performance and consensus has been equivocal; furthermore, research into the role of non‐executive directors (NEDs) in UK SMEs concluded that multiple perceptions of “reality” exist between directors. By adopting an innovative methodological approach to analysis, the “black box” complexity of SME board information processes, perceptions and TMT relationships are made visible. This allows the tension caused by differing perceptions of the NED role on a small company TMT to be explored. The aim of this paper is to do this.

In an in‐depth case study of one SME board, four directors' information and perception differences are investigated using a combined Johari window and set theory framework.

Application of this innovative analytical framework allowed the information process and differing perceptions of multiple directors to be plotted systematically. This surfaces the normally hidden “generative mechanisms” underlying the “real domains” of the SME board processes by explaining why and how the directors choose to share and hide information about the NEDs' role. Surfacing the nature of this information sharing and hiding is at the heart of appreciating the process of precarious equilibrium that achieves a fragile cohesion within the TMT.

This study reveals the fragility of TMTs to the process of information sharing and hiding. It demonstrates the sensitivity of the group to perceptions of the NED role and the influence the NED can have on information processes within the group and potentially its cohesion. NEDs joining small company boards need to be sensitive to the existing informational asymmetries that may be vital to maintaining precarious equilibrium and cohesion. In their role they are likely to become the confidant of more than one director and thus nodal points of “secret” information. They need considerable interpersonal sensitivity and tact if they are to fulfil their role of challenging the directors without detrimentally disrupting the group dynamic.

This paper answers the call for more qualitative research to investigate the “lived experience” and “behavioural processes” of directors by adopting the combined Johari window and set theory framework. This analysis tool offers an innovative method that will be of value to other researchers and practitioners investigating TMT group dynamics. It provides a rare opportunity to understand the information process and perceptions of a small company TMT and the influence on the equilibrium and cohesion of the group.

The purpose of this article is to examine the interaction of strategy formulation with the intelligence variation of the Johari window. Formulating firm strategy with an understanding of these four knowledge-awareness areas can help a company understand their own strengths and weakness in relation to the dynamics of the industry in which they operate while also developing a greater awareness and understanding of their competition, environmental considerations, and future implications. Through this interaction, a firm can identify factors impacting the organization's future success and can develop a comprehensive strategic plan that adapts to changes and uncertainties in the environment.

Extant literature and available tools are explored to develop a usable framework in conducting an extensive SWOT analysis as related to the four knowledge-awareness areas, known knowns, known unknowns, unknown knowns, and unknown unknowns.

It is crucial for businesses to acknowledge the significance of integrating all four categories of knowledge-awareness, known knowns, known unknowns, unknown knowns, and unknown unknowns, into their strategic formulation, as this can facilitate the development of adaptable and effective strategic plans that consider the constantly evolving business landscape. This approach can equip organizations with the necessary tools to thrive over the long term, even with unforeseen obstacles and uncertainties. It is imperative that businesses do not overlook the importance of considering all four categories during analysis to enable them to achieve strategic planning that is both effective and adaptable.

Focusing only on the knowns that are already identified, while disregarding the unknowns that have not been discovered, can lead to blind spots and oversights that can be detrimental to the organization's growth and sustainability. By being aware of all four categories of knowledge, an organization can adapt to changes and uncertainties in the business environment, and make informed decisions based on a fuller picture of the situation.

As training professionals, it is likely that there are many occasions where they have to step into unfamiliar environments and deliver highly effective results. So the importance of understanding the factors that influence how individuals respond to uncertainty should not be underestimated. The purpose of this paper is to use two well‐known models (the Johari window and the change curve) to explore this issue and consider how to develop an effective mindset and behaviour when entering unknown or unfamiliar environments at work.

The framework was designed in order to deliver a workshop on change for an academic audience, and bring together two unrelated concepts.

Mindset is the critical element to pay attention to when entering an unknown environment, as it drives behaviour.

Trainers should be cognisant of their own beliefs and mindset and recognise how they can help or interfere with how they perform at work.

This is original research bringing together these two models.

This paper is concerned with the formulation of a framework for understanding the development and change of the competences of firms. Today, there is near universal agreement that the competitiveness of firms rests on the (core) competences that firms possess. However, little attention has been devoted to the notion of competence development. In the paper, it will be argued that there is, indeed, a need for research and management practice of competence development. It will also be argued that organisational learning theory is a key to understanding competence development. Based on this, a model for competence development is proposed. This is the main contribution of the paper. The paper then concludes with a number of questions yet to be answered by research on competence‐based strategy.

The paper sets out to explore the idea that anxiety is an endemic factor in organizational membership. Harry Stack Sullivan's concept of anxiety as “threatened self esteem” is accepted. Mention is also made of the relevance of the work of Eric Berne, of Edward Jones and his colleagues and of the Johari Window model.