The Scarf Model Of Behavior

775 WordsApr 21, 20164 Pages
In today’s interconnected world the ability to collaborate with other people is increasingly important part. In order to understand how to better manage bigger groups and improve co-operation, it’s important to understand what drives social behaviour. In this guide, we’ll examine one model that explains this behaviour, called the SCARF model. Will explain the basics behind the theory, the way it explains the approach and avoid responses and how you can use it to decrease threats and increase the sense of reward. What is the SCARF model? Before we start looking deeper into how the SCARF model can be used for collaborating and influencing people, it’s a helpful to look at some of the basics of the theory. The SCARF model of behaviour is a relatively new theory, having first been published in 2008 by David Rock. The word SCARF is an acronym, which stands for: • Status – the relative importance to others. • Certainty – the ability to predict future. • Autonomy – the sense of control over events. • Relatedness – the sense of safety with others. • Fairness – the perception of fair exchanges. The basic premise of the SCARF model is the assumption that brain makes us behave in certain ways, which are to minimise threats and maximise rewards. While the brain takes a threat and reward approach to primary needs, such as food and water, the theory argues this same also happens with social needs. In essence, a positive emotion or reward creates a stimulus that makes people act,
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