SCARF-Model based on Rock

Before we rock, I'll give you a short excursion:

These kind of models have their origin in neuroscience. Neuroscience is the scientific study of the nervous system. For example: When you're afraid, your pulse rises – while you dance rock 'n' roll you can move slower and/or faster without thinking consciously… These kind of mechanics are based on your nervous system.

And now let's start to rock the house. (I'm sorry – somehow I'm constrained to abuse his name in many different ways…) ^^

The rocking SCARF-Model considers the fact, that our brain is aligned on a pain and pleasure principle. Our reward system likes to be activated, but on the other hand, it tries to keep us away from bad experience.

This system is also a drift in the teamwork at our workplace, which the SCARF-Model splits down in five dimensions:

S = Status

C = Certainty

A = Autonomy

R = Relatedness

F = Fairness

S. Status

Status is about relative importance to others. Already the bare feeling of superiority vis-à-vis an other employee activates our reward system. Through daily given situations, where you criticize or compliment an employee - you affect (control) his status. To give positive feedback rocks the brain and it shows that a good made work is honored by the company.

C. Certainty

Certainty concerns being able to predict the future. Through the predictability, resp. certainty the reward system will be activated. The brain can call up a familiar pattern, which triggers a feeling of safeness – certainty. In this case, if a big change is rock 'n' rolling, Rock suggest that the company (and you as leader) need to communicate transparent and corporation-wide processes should be cut down in smaller sub-projects.

A. Autonomy

Autonomy provides a sense of control over events. This means, that the employees have got the possibility to influence and arrange their surroundings by their own.  If this isn't warranted the brain takes it as a lack of autonomy, which it feels as a threat – it's an unproductive anxiety which doesn't rock. A leader is invited just to influence the working process of an employee a little and on the other side offer more tolerance, which rocks. (Already the perception of willing to give more autonomy activates the reward system!)

R. Relatedness

Relatedness is a sense of safety with others – of friend rather than foe. In everyday life, humans come together and build communities. In these communities they build up confidence to each other and 'protect' themselves against 'the unknown'. Because of the allegiance the second messenger 'Oxytocin' is released and causes a stabile relatedness. That's the reason, why the trust between the employees needs to be supported – for example by building smaller project-teams who rock the house. (Also coaching sessions with your employees affects this need.)

F. Fairness

Fairness is a perception of fair exchanges between people. If members of staff feel unfairness they trigger a defense mechanism – a further way how to avoid pain/threat. This antipathy can just be resolved if there will be a punishment against the unfairness – thus becomes again a rewarding feeling. If you as a leader want to rock with your team, Rock suggestion is, that you build the rules for the collaboration together with them!

The SCARF-model of Rock rocks. It concentrates on social relationship, which are based and confirmed in neuroscience. As a leader you can coach your staff with this model and activate the reward system and minimize threats.

For my next post I'll handle again the communication-part in my blog. I'm looking forward to present you the 'tool' of active listening. With this tool you can connect with your counterpart and provide her/him with the constructive answer she/ he needs to fulfill his work…