Driving team performance is all about increasing engagement, building cohesion, and developing trusted working relationships. So why do drama, politics, tension, and conflict get in the way of real progress?
Simply put, because we’re human. Our brains are wired with this little area that neuroscientists lovingly call the amygdala. This area of the brain drives (among other things) the approach/avoid response, also called the rewards/threats center. The amygdala and its limbic network can process a social stimuli faster than our conscious awareness or cognitive ability can process it. What does that mean? It means that our evolutionary, subconscious response to threats or rewards hits us before we can process it rationally.
By tuning into typical threats and rewards using David Rock's SCARF model (2008), we can start to do two very powerful things:
- Become more self-aware when a threat is present, and respond more appropriately.
- Improve team performance by both (a) reducing tension in the face of threats, and (b) increasing the frequency and quality of rewards.
David Rock's SCARF model is based on the five domains of human social experience. These domains trigger the brain’s reward/threat area in all human behavior. If you want to improve team performance, or really improve any social situation (workplace or not), keep an eye on these 5 domains of human behavior.
Status
Certainty
Autonomy
Relatedness
Fairness
Status. Often disguised as: seniority, strength, knowledge.
Status is threatened when:
- given advice or instructions
- given feedback in a highly formal setting or context
Reverse the threat and increase the Status reward by:
- paying attention to learning and development
- noting improvement
- giving public acknowledgement
“Can you remember a time when you either felt threatened, OR, a time when you may have unknowingly threatened someone else?
Which of the 5 Domains was threatened?”
Certainty. Often disguised as having information, clarity.
Certainty is threatened when:
- a plan or strategy is changed
- ambiguity exists
Reverse the threat and increase the Certainty reward by:
- making plans (however rudimentary) explicit
- consistent and frequent communications
- put a date on when more information will be available
Autonomy. Often disguised as having choice, control.
Autonomy is threatened when:
- micromanagement is happening
- feeling unable to influence outcomes
Reverse the threat of Autonomy and increase the Autonomy reward by:
- giving two (or more) options
- giving back control on the flexible stuff (working hours, desk set up, attire)
- setting up self-guided learning programs or other systems
Relatedness. Often disguised by: “in” groups, familiarity.
Relatedness is threatened when:
- there is little group trust
- there are culture clashes or "culture shocks”
- there is a new group member present
Reverse the threat of Relatedness and increase the Relatedness reward by:
- encouraging social connections
- modeling good interpersonal relationship-building
- set up buddy systems, mentor programs, or social lunch groups
Fairness. Often disguised as: feelings of injustice or imbalance.
Fairness is threatened when:
- rules or norms vary by person
- communication doesn’t match action
Reverse the threat of Fairness and increase the Fairness reward by:
- increasing transparent communications
- increasing access to data behind decisions
- establishing clear ground rules and expectations
Armed with the SCARF model, I urge you to reflect on times you’ve felt threatened. Use that reflection to learn how you can be a better team leader and team member. Perhaps you felt threatened when someone threatened your Status by saying “you wouldn’t understand, I’ll just do it myself”. Maybe you’ve had an extended period of time where your objectives and workplan were unclear. How could you use those learnings to reverse the threat and turn it into a reward in the future? The SCARF model by David Rock is a powerful tool to incrementally influence and improve behavior.
Adapted from : Rock, D. (2008). SCARF: a brain-based model for collaborating and influencing others. Neuro Leadership Journal. Issue One. Retrieved from https://www.med.illinois.edu/depts_programs/academic_affairs/downloads/SCARF-NeuroleadershipArticle.pdf
Learn More about the SCARF model and Dr. David Rock here:
https://neuroleadership.com/solutions/licensing/ | https://davidrock.net/publications/
