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SCARF

Five Domains of Human Social Experience (Drivers of Our Behavior)	How We Activate the Reward State in Others	Results of Reward State	How We Activate a Threat State in Others	Consequences of Threat State
Status: sense of our personal worth—where we are in relation to other people	Positive feedback, public acknowledgement, allow staff to provide feedback to themselves in performance reviews	More cognitive resources available to us More insights More ideas for action Fewer perceptual errors A wider field of view—more open	Critique, unsolicited advice	Released stressor hormones Reduced resources for our brain—less oxygen and glucose available for brain function Decreased cognition Reduced working memory, which impacts linear, conscious processing Inhibits the brain from perceiving the subtler signals required for solving nonlinear problems involved in the insight or “aha!” experience We generalize more easily, which increases the likelihood of erring on the safe side and shrinking from opportunities, as we perceive them to be more dangerous Increased defensive reactions in interactions Small stressors are more likely to be perceived as large stressors Reduces our range and field of view Err on the side of pessimism
Certainty: sense of what the future holds for us	Clear expectations, setting clear goals, realistic project schedules		Lack of transparency, dishonesty, unpredictability
Autonomy: sense of control over our lives	Providing choices, delegation, self-responsibility, empowerment		Micromanagement, constant authoritative leadership
Relatedness: sense of safety with others	Friendly gestures, foster socializing, mentoring programs		Fostering internal competition, prohibiting socializing in the workplace
Fairness: sense of what is impartial and just	Transparent decisions, open communication, candidness, clear rules		Unequal treatment, unclear rules and guidelines, lack of communication

The idea is to use this model to design interactions to minimize threats and maximize rewards in each of these five domains. In a second step, the objective is to activate reward response to motivate people more effectively using internal rewards. When the brain and body register a social threat in these dimensions, they light up the networks of the brain that register the threat of physical pain, a finding that has substantial implications for leadership practices. The SCARF model improves people’s capacity to understand and ultimately modify their own and other people’s behavior in social situations like the workplace, allowing them to be more adaptive. This model is especially relevant for CCDF leaders and managers or anyone looking to influence others. The more we understand about the workings of our brain and body responses, the more we understand what is happening to us moment-to-moment, whether that is why we can’t think straight after a long day or what’s going on with a relationship in our life. We’ve got a new language for what’s happening. This adds to feelings of certainty and control. Thus, we can make different choices that we might not otherwise explore. To better understand which of the five SCARF domains are key drivers for you, there is a free online self assessment that will give you insight into the importance each domain currently has in your life. Please see the Resources section of this guide for the self assessment.

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All other are in violation of Article 37 Section 359

SCARF