Being self-aware

SCARF model: how it impacts influence and collaboration

SCARF model: how it impacts influence and collaboration

4 minutes

Key Takeaways:

The SCARF model explains 5 fundamental domains of human social experience that either encourage a threat or reward response within ourselves and others.

In a work environment, The model seeks to help leaders understand how to influence people.

 

Having a better understanding and appreciation of how we react and what causes others to react in a certain way is key in collaboration, influencing and working effectively with others.

1
Status
S stands for status and our relative standing to other people. We really care about how we compare to other people in our circle, hence self-doubt might release stress hormones if a person feels their status is being affected.
2
Certainty
C stands for certainty, or sense of what the future holds. In an effort to understand the world around us, our brain has the tendency to recognise patterns in things.
At the same time, this uncertainty can kick our brains into hyperactivity and stress, hindering our ability to make sound, effective decisions.
3
Autonomy
A stands for autonomy, or a sense of control over life. Some people love experiencing autonomy in certain situations, or else they perceive it as a threat. A threat to someone's autonomy can cause a negative response.
4
Relatedness
R stands for relatedness, or a sense of safety with others. We have a basic instinct of identifying "Friend or Foe" in others, and these interactions/bonds with others influence our decisions.
5
Fairness
F stands for fairness, or a sense of justice. When we feel like a situation is unfair to us, our brain tends to avoid responding and start defending. It ultimately disrupts collaboration among teams.
Sources
Beyond Performance (2017). SCARF Animation. YouTube. https://www.youtube.com/watch?v=qMejNf0dL2g&t=69s

Beyond Performance

by
Beyond Performance