Leadership Insights

What triggers your fight or flight response?

Recently I have had multiple discussions about the SCARF model and how leaders can be more mindful of how words and actions impact not only ourselves but the behaviour of others too.

Dr David Rock’s SCARF model, based on neuroscience research, infers that when our brain perceives a threat to any of the five SCARF domains (Status, Certainty, Autonomy, Relatedness, Fairness) it reduces the ability for rational thought and activates the same threat and reward responses in our brain that we rely on for physical survival (fight or flight).

Different people will be triggered by different situations at different times, so understanding the social and emotional factors that might influence behaviour can be used by leaders to not only better control your own responses but also to foster a more supportive and productive work environment - helping individuals feel more valued, connected, and motivated.

What exactly are the five domains?

Status: Our sense of worth, and perception of importance relative to others. Feeling valued and recognised in a workplace is crucial for morale and motivation.

Certainty: A person’s brain uses fewer resources in familiar situations. For some, working with a lack of clarity can increase a person’s stress levels and impair their ability to make effective balanced decisions, causing stress and reducing performance.

Autonomy: A lack of autonomy may be seen as a threat and lead to stress, conversely a sense of autonomy can activate the reward system in the brain and enhance employee satisfaction and productivity.

Relatedness: The need for connection with others. Building strong, supportive relationships at work helps product oxytocin, increasing the positive feelings, helping to foster collaboration, trust and teamwork.

Fairness: If a person thinks something is unfair, their brain automatically goes into defence mode, heightening the perception of unfairness in decision-making and treatment, leading to a sense of injustice, disengagement and conflict.

Utilising the SCARF model to understand triggers can enable leaders to be more mindful of the psychological needs that drive workplace behaviour, motivation and performance. Improving leadership and communication, managing change, building team collaboration and a sense of individual empowerment.

Can you think of a scenario that you might approach differently with any of the five SCARF areas in mind?