tma world viewpoint 21: the brain and collaboration

The brain and collaboration

TMA World Viewpoint

S C A R F

the brain & collaboration S C A R F

The SCARF model, developed by

David Rock, provides a useful

framework for understanding and

influencing our interactions with

others (including collaborations).

It begins by identifying the overarching, organizing principle of the

brain as: minimize danger and maximize reward.


If a stimulus is associated with positive emotions or rewards it

will most likely lead to an approach response.

If it is associated with negative emotions or punishments it will most

likely be seen as a threat and trigger an avoid response.


The brain is therefore

constantly monitoring the

environment (about five times

per second) for reward or

threat.

These states have a dramatic

impact on our capabilities and

relationships.


The threat response is more

intense and more common.

It reduces our capacity to

make decisions, solve

problems and collaborate.


The well-researched SCARF model aims to identify the

core social domains that drive human behaviour.

These five domains activate the primary reward or primary

threat circuitry in our brains. SCARF refers to five domains:

Status: Our relative importance to others

Certainty: Our being able to predict the future

Autonomy: Our sense of control over events

Relatedness: Our sense of safety with others

Fairness: Our perception of fair exchanges between people


Rock says:

“Data gathered through measures of brain activity, using

fMRI and electroencephalograph (EEG) machines or gauging

hormonal secretions, suggests that the same neural

responses that drive us toward food or away from predators

are triggered by our perceptions of the way we are treated

by other people.”


Being ostracized, for example, activates similar neural

responses to being hungry.

Threats to our status elevate the level of cortisol, which is also

associated with sleep deprivation and chronic anxiety.

In fMRI tests, lack of clarity and unpredictability light up the same

areas in the brain as physical pain.


“So what?” you might be asking.

There are different behavioural/psychological consequences

associated with threat and reward:

• Reduced working memory

• Reduced field of view

• Generalizing of threat

• Err on the side of pessimism

• More cognitive resources

• More insights

• More ideas for action

• Fewer perceptual errors

• A wider field of view

THREAT REWARD


As people looking to get the best out of individuals and teams, we need to be aware that those around us

(face-to-face or virtually) are always evaluating what we say and do in relation to reward or threat.


By knowing the drivers, we are

better able to design

interactions with people to

maximize rewards and

minimize threats.


On the reward side, for example:

Status: Safeguard others’ status by

what you say and do

Certainty: Be as clear and as

consistent as you can be

Autonomy: Stay clear of

micromanagement

Relatedness: Strive for inclusion and

connectedness

Fairness: Demonstrate transparency


It’s still an open question as to the role culture plays (or doesn’t play) in neuroscience studies

However, S C A R F can still be a

useful vehicle for bringing more enlightened practices to the workplace and our collaborations.


To learn more about how TMA World can help

your organization, please contact us at

[email protected]

or visit

http://www.tmaworld.com/training-solutions/

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