magazine 2/2011

Avoid creating threats

David Rock’s SCARF modelTexT: Kirsi riipinen, phoTos: shuTTersTocK

Avoid creating threats

5David Rock’s SCARF model describes five social dimensions that control our actions by creating a negative (feelings of threat) or positive (feelings of reward) reaction in the brain.

5Avoid

creating threats

David Rock’s SCARF model describes five social dimensions that control our actions by creating a negative (feelings of threat) or positive (feelings of reward) reaction in the brain.

This is essential in terms of our ability and will to

promote change. NASA, among others, has defined its management competence according to the SCARF model.

Avoid creating threats

Status1.The superior helps people understand their tasks and acknowledge their expertise. The superior encourages, inspires, listens and rewards good work. People feel they are appreciated.

Avoid creating threats

Status1.The superior helps people understand their tasks and acknowledge their expertise. The superior encourages, inspires, listens and rewards good work. People feel they are appreciated.

Modern under-standing gives so much importance to the

esteem and approval of others that brain researchers now challenge Abraham Maslow’s hierarchy of primary needs.

Avoid creating threats

Certainty 2.Uncertainty is poison to thought. We want to know what will happen next. Variety is refreshing, yes, but only to a point.

Avoid creating threats

Certainty 2.Uncertainty is poison to thought. We want to know what will happen next. Variety is refreshing, yes, but only to a point.

A suitable number of new and challenging situations increase

adrenalin and dopamine levels to the extent that our curiosity is aroused and we want to solve problems.

Avoid creating threats

Certainty 2.Uncertainty is poison to thought. We want to know what will happen next. Variety is refreshing, yes, but only to a point.

A suitable number of new and challenging situations increase

adrenalin and dopamine levels to the extent that our curiosity is aroused and we want to solve problems.

When uncertainty increases, memory and commitment, for example, become more difficult.

Avoid creating threats

Autonomy 3.Can I affect my own matters or do I flow with the current?

A wise superior involves employees in decisions concerning matters that affect them and gives them choices.

Avoid creating threats

Autonomy 3.A classic U.S. study conducted in a nursing home back in the 1970s showed that if inhabitants were involved in decision-making, they were healthier and lived longer than those who were not given a choice. Choices as such were not crucial; what was important was

the feeling of autonomy.

Avoid creating threats

Autonomy 3.A classic U.S. study conducted in a nursing home back in the 1970s showed that if inhabitants were involved in decision-making, they were healthier and lived longer than those who were not given a choice. Choices as such were not crucial; what was important was

the feeling of autonomy.

A successful organization change leaves people with the feeling of

grasping matters and being able to learn new things.

Avoid creating threats

Relatedness 4.Every time we meet a new person, the brain quickly categorizes

him or her as a friend or enemy.

Avoid creating threats

Relatedness 4.Every time we meet a new person, the brain quickly categorizes

him or her as a friend or enemy.

If we find the person we meet to be very different, this leads to feelings of discomfort. This is something that superiors should take into account when setting up teams:

Avoid creating threats

Relatedness 4.Every time we meet a new person, the brain quickly categorizes

him or her as a friend or enemy.

If we find the person we meet to be very different, this leads to feelings of discomfort. This is something that superiors should take into account when setting up teams:

people cannot be simply

thrown into groups.

Avoid creating threats

Relatedness 4.They must also be given time to get acquainted with each other’s thinking and customs.

Avoid creating threats

Relatedness 4.They must also be given time to get acquainted with each other’s thinking and customs.

On the other hand, the superior should keep in mind that the feeling

of belonging to a work group is extremely important.

Avoid creating threats

Relatedness 4.They must also be given time to get acquainted with each other’s thinking and customs.

On the other hand, the superior should keep in mind that the feeling

of belonging to a work group is extremely important.

If people feel abandoned, the area warning of

physical pain is activated in the brain.

Avoid creating threats

Fairness 5.When we feel we are being treated unfairly,

the limbic system seizes control and the area of physical revulsion is activated in the brain. We feel threatened.

Avoid creating threats

Fairness 5.When we feel we are being treated unfairly,

the limbic system seizes control and the area of physical revulsion is activated in the brain. We feel threatened.

If, on the other hand, we are convinced that we have been

treated fairly, the brain hums along just as satisfied as, say, when we eat chocolate.

magazine 2/2011

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