SCARF Model - How to collaborate with and influence others and succeed

Have you ever been in a position in which you were actively engaged in a massive organizational transformation or personal one? Have you struggled with it? Have you tried different leadership styles or approaches but you were still discontent with the results?

Perhaps the greatest challenge facing leaders in organizations is to create the kind of atmosphere in which people feel treated fairly, promote autonomy and creativity, foster certainty whenever possible, draw people together to solve problems and find ways to raise the perceived status of everyone.

If you are a leader, every action you take and every decision you make either support or undermines your objective. Every word or glance is loaded with social meaning. Your gestures and sentences are noticed, interpreted and magnified for meanings you may never have intended.

This is why leading is so difficult!

Humans cannot think creatively, work well with others or make informed decisions when their threat responses are on high alert. Leaders who understand this and act accordingly could make a very positive impact in their organizations.

David Rock,CEO of Results Coaching Intl and co-founder of the NeuroLeadership Institute developed a model known as the SCARF model (Status, Certainty, Autonomy, Relatedness, Fairness) to describe the social concerns that drive human behaviour and which leaders could benefit from to smooth organizational transformation.

The SCARF model provides a means of bringing conscious awareness to people’s core concerns and shows how to attune your actions to better effect.

This session will address the foundations of the SCARF model, the five domains of human social experience: Status, Certainty, Autonomy, Relatedness, Fairness as well as the broader application of this model.

 
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Outline/structure of the Session

  • The Threat (Avoid) and Reward (Approach) Response - A survival instinct
    • Talk about what this mechanism is, potential effects and social factors or situations that trigger the “Avoid” versus the “Approach” response.
  • The SCARF Model
    • Explore the five domains of human social experience: Status, Certainty, Autonomy, Relatedness, Fairness and what actions could potentially trigger the “Avoid” or “Approach” response for each.
  • Applications of the SCARF Model
    • Talk about implications of the SCARF model in various areas of life.
  • Q & A (10 mins)

Learning Outcome

  • Understand how the SCARF model came into being and its foundation. Increase awareness of how the human brain responds to various stimuli
  • Be able to specify the five domains of the model, what they mean and what actions could potentially trigger a negative or positive response from the people you are leading or interacting with. Understand what behaviors or actions will support versus undermine your objectives.
  • Learn about domains you can apply the SCARF model in.

Target Audience

All agile practitioners engaged in companies going through agile transformation. Anyone looking for new ways to collaborate with and influence people they interact with or looking to change personal habits of people’s mindset.

Prerequisite

Some experience in a leadership role.

schedule Submitted 2 months ago

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