In order to get the best out of individuals and teams, we need to be aware that those around us (face-to-face or virtually) are always evaluating what we say and do in relation to reward or threat. This TMA World presentation examines the negative impact threat responses can have on interactions and relationships with colleagues and advises on how to maximize the likelihood of reward responses from those around us. To find out more, please contact enquiries@tmaworld.com

1. S C A R F
The brain and
collaboration
TMA World Viewpoint

2. S C A R F the brain & collaboration
The SCARF model, developed by
David Rock, provides a useful
framework for understanding and
influencing our interactions with
others (including collaborations).
It begins by identifying the overarching, organizing principle of the
brain as: minimize danger and maximize reward.

3. S C A R F the brain & collaboration
If a stimulus is associated with positive emotions or rewards it
will most likely lead to an approach response.
If it is associated with negative emotions or punishments it will most
likely be seen as a threat and trigger an avoid response.

4. S C A R F the brain & collaboration
The brain is therefore
constantly monitoring the
environment (about five times
per second) for reward or
threat.
These states have a dramatic
impact on our capabilities and
relationships.

5. S C A R F the brain & collaboration
The threat response is more
intense and more common.
It reduces our capacity to
make decisions, solve
problems and collaborate.

6. S C A R F the brain & collaboration
The well-researched SCARF model aims to identify the
core social domains that drive human behaviour.
These five domains activate the primary reward or primary
threat circuitry in our brains. SCARF refers to five domains:
Status: Our relative importance to others
Certainty: Our being able to predict the future
Autonomy: Our sense of control over events
Relatedness: Our sense of safety with others
Fairness: Our perception of fair exchanges between people

7. S C A R F the brain & collaboration
Rock says:
“Data gathered through measures of brain activity, using
fMRI and electroencephalograph (EEG) machines or gauging
hormonal secretions, suggests that the same neural
responses that drive us toward food or away from predators
are triggered by our perceptions of the way we are treated
by other people.”

8. S C A R F the brain & collaboration
Being ostracized, for example, activates similar neural
responses to being hungry.
Threats to our status elevate the level of cortisol, which is also
associated with sleep deprivation and chronic anxiety.
In fMRI tests, lack of clarity and unpredictability light up the same
areas in the brain as physical pain.

9. S C A R F the brain & collaboration
“So what?” you might be asking.
There are different behavioural/psychological consequences
associated with threat and reward:
THREAT REWARD
• Reduced working • More cognitive
memory resources
• Reduced field of view • More insights
• Generalizing of • More ideas for action
threat • Fewer perceptual errors
• Err on the side of • A wider field of view
pessimism

10. S C A R F the brain & collaboration
As people looking to get the best out of individuals and
teams, we need to be aware that those around us
(face-to-face or virtually) are always evaluating what
we say and do in relation to reward or threat.

11. S C A R F the brain & collaboration
By knowing the drivers, we are
better able to design
interactions with people to
maximize rewards and
minimize threats.

12. S C A R F the brain & collaboration
On the reward side, for example:
Status: Safeguard others’ status by
what you say and do
Certainty: Be as clear and as
consistent as you can be
Autonomy: Stay clear of
micromanagement
Relatedness: Strive for inclusion and
connectedness
Fairness: Demonstrate transparency

13. S C A R F the brain & collaboration
It’s still an open question as to the
role culture plays (or doesn’t play)
in neuroscience studies
However, S C A R F can still be a
useful vehicle for bringing more
enlightened practices to the workplace
and our collaborations.

14. S C A R F the brain & collaboration
To learn more about how TMA World can help
your organization, please contact us at
enquiries@tmaworld.com
or visit
http://www.tmaworld.com/training-solutions/