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Table 1. Reward and Threat Responses in the SCARF Model

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

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