Profile 2 2011 david rock

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How to teach your elephant? Avoid creating threats. David Rock's model describes five social dimensions that control our actions by creating a negative or positive reaction in the brain. NASA, among others, has defined its management competence according to this SCARF model.

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Profile 2 2011 david rock

  1. 1. Avoidcreating threatsDavid Rock’s SCARF model TexT: Kirsi riipinen, phoTos: shuTTersTocK magazine 2/2011
  2. 2. David Rock’s SCARF model describes fivesocial dimensions that control our 5actions by creating a negative (feelings of threat) or positive(feelings of reward) reaction in the brain. Avoid creating threats
  3. 3. David Rock’s SCARF model describes fivesocial dimensions that control our 5actions by creating a negative (feelings of threat) or positive(feelings of reward) reaction in the brain.This is essential in terms of our ability and will topromote change . NASA, amongothers, has defined its management competenceaccording to the SCARF model. Avoid creating threats
  4. 4. 1. StatusThe superior helps people understandtheir tasks and acknowledge their expertise. The superiorencourages, inspires, listens and rewards good work.People feel they are appreciated. Avoid creating threats
  5. 5. 1. StatusThe superior helps people understandtheir tasks and acknowledge their expertise. The superiorencourages, inspires, listens and rewards good work.People feel they are appreciated.Modern under-standing gives so much importance to theesteem and approval of others that brainresearchers now challenge Abraham Maslow’s hierarchyof primary needs. Avoid creating threats
  6. 6. .2CertaintyUncertainty is poison to thought. We want to know what willhappen next. Variety is refreshing, yes, but only to a point. Avoid creating threats
  7. 7. .2CertaintyUncertainty is poison to thought. We want to know what willhappen next. Variety is refreshing, yes, but only to a point.A suitable number of new and challenging situations increaseadrenalin anddopamine levels to theextent that our curiosity is aroused and we want to solveproblems. Avoid creating threats
  8. 8. .2CertaintyUncertainty is poison to thought. We want to know what willhappen next. Variety is refreshing, yes, but only to a point.A suitable number of new and challenging situations increaseadrenalin anddopamine levels to theextent that our curiosity is aroused and we want to solveproblems.When uncertainty increases, memory and commitment,for example, become more difficult. Avoid creating threats
  9. 9. 3. AutonomyCan I affect my own matters or do I flow with the current?A wise superiorinvolves employees in decisions concerningmatters that affect them and gives them choices. Avoid creating threats
  10. 10. 3. AutonomyA classic U.S. study conducted in a nursing home back in the 1970sshowed that if inhabitants were involved in decision-making,they were healthier and lived longer than those who were not givena choice. Choices as such were not crucial; what was important wasthe feeling of autonomy. Avoid creating threats
  11. 11. 3. AutonomyA classic U.S. study conducted in a nursing home back in the 1970sshowed that if inhabitants were involved in decision-making,they were healthier and lived longer than those who were not givena choice. Choices as such were not crucial; what was important wasthe feeling of autonomy.A successful organization change leaves people with the feeling ofgrasping matters and being able to learn new things. Avoid creating threats
  12. 12. 4. RelatednessEvery time we meet a new person, the brain quickly categorizeshim or her as a friend or enemy. Avoid creating threats
  13. 13. 4. RelatednessEvery time we meet a new person, the brain quickly categorizeshim or her as a friend or enemy.If we find the person we meet to be very different, this leads to feelings ofdiscomfort. This is something that superiors should take into account whensetting up teams: Avoid creating threats
  14. 14. 4. RelatednessEvery time we meet a new person, the brain quickly categorizeshim or her as a friend or enemy.If we find the person we meet to be very different, this leads to feelings ofdiscomfort. This is something that superiors should take into account whensetting up teams:people cannot be simplythrown into groups. Avoid creating threats
  15. 15. 4. Relatedness acquainted withThey must also be given time to geteach other’s thinking and customs. Avoid creating threats
  16. 16. 4. RelatednessThey must also be given time to geteach other’s thinking and customs. acquainted withOn the other hand, the superior should keep in mind that the feelingof belonging to a work group is extremely important. Avoid creating threats
  17. 17. 4. RelatednessThey must also be given time to geteach other’s thinking and customs. acquainted withOn the other hand, the superior should keep in mind that the feelingof belonging to a work group is extremely important.If people feel abandoned, the area warning ofphysical pain is activated in the brain. Avoid creating threats
  18. 18. 5.FairnessWhen we feel we are being treated unfairly,thelimbic system seizes control and the area ofphysical revulsion is activated in the brain. We feel threatened. Avoid creating threats
  19. 19. 5.FairnessWhen we feel we are being treated unfairly,the limbic system seizes control and the area ofphysical revulsion is activated in the brain. We feel threatened.If, on the other hand, we are convinced that we have beentreated fairly, the brain hums alongjust as satisfied as, say, when we eat chocolate. Avoid creating threats
  20. 20. magazine 2/2011to read the whole magazine for free click here

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