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Beth A. Cohen, Ph.D.Clinical & Organizational Psychologist
University of California, DavisUniversity of California, Santa Barbara
Introduction to Social Neuroscience
Optimizing Learning & Minimizing Threat
S.C.A.R.F. Model (David Rock, 2008)
Coaching Strategies to Optimize Growth& Transformational Change
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Survival: Inherent Need for Inclusion
Change = Threat =
Resistance
Brain is Intensely
Social
Threatvs.
Reward
• Personality / Temperament
• Drive to Be in Service
• Empathy / Compassion
• Feel Others’ / Intentions / Actions
• Band Aids vs. Transformation
Well-Being Research
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Change Agents Healthy & Productive Workplaces
Coaching: Training = Integrated Learning Initiatives = Integrated Change
Laws: Change = PainHumans Resist ChangeTriggers “Threat Response”
Simplified model
Blue: NeocortexLogic, Rational, Reasoning, Knowledge
Red: Limbic System Fear, Threat, Emotions, Trauma Storage
Green: Reptilian(Fight, Flight, Freeze)
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Costs: Cognitive Biochemical Physiological
Result: Emotional Dysregulation
Threat Detected Limbic Activation
Body/Mind Prepared for Battle
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Turnover!!! Productivity / Satisfaction / Exhaustion Creativity / Problem Solving Complaints / Gossip Absenteeism / Presenteeism Workers’ Compensation / Disability Aggression vs. Avoidance
Valued = Rewarded = Winning the Lottery Endorphins Pleasure Neurochemicals
-Dopamine-Oxytocin -Serotonin
Workforces Thrive Organizational Health
Reward Center Activation
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Optimize Employee Functioning Employee Well-Being!!!! Maximize Learning & Development Talent Retention Complaints / Grievances / Workers’
Compensation & Disability Claims
http://www.scarfsolutions.com/selfassessment.aspx
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Perception of Our OWN Importance Hierarchies vs. Contributions vs. Positions Acknowledge Value, Strengths, Expertise Individual Development, Staff Mentoring Supervise to Promote!!! Opportunities to Improve, Learn & Grow
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Humans Prefer Predictability / Familiarity Mild vs. Excessive Uncertainty
Mild Dopamine and Adrenalin Excessive Creates Significant Threat
Authenticity / Openness Clear Messaging: Work Expectations Align Work with Goals Projects: Small Steps / Wins
Perception of Control Over Environment Our Brains Need Choices Types vs. Perception Direction: Too Little or Too Much? Allow Control (Projects, Priorities, Vacation
Schedules, Flextime, Training) Inform vs. Dictates Measure Results, Not Activities Work Teams (Line Staff)
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Trust and Empathy for Others Inclusion: Basic Human Need Strong Social Connections Oxytocin Social Belonging Over Compensation Teams, Goals, Values, Purpose,
Collaborations, Group Activities, Food Promote Cross-Organizational
Relationship Beyond Internal Boundaries
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Perceived Unfairness = Threat Sameness vs. Meeting Needs Favoritism, Equity & Acknowledgment Authentic Communication! Clear Expectations Staff Decision-Making Teams Consistency Identify Gray Areas
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SCARF to Build
Awareness
Understand& Manage Triggers
Coach by Rewarding the Brain
Building Skills vs. Solutions
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