How to use the SCARF model to maximise reward and eliminate threats

Have you ever struggled with building teamwork? Do you remember times when you thought everything was working well, only to find that your colleagues were unhappy or frustrated? We're here to help with a simple and clear rundown of how to use the SCARF model to improve communication and understand your influence when working in a team.

The SCARF model was first developed in 2008 by David Rock in his paper; SCARF: A Brain-Based Model for Collaborating With and Influencing Others.

 

SCARF stands for the five key areas that influence our behaviour in social situations. They are:

1) Status; our relative importance to other people.

2) Certainty; our ability to predict the future.

3) Autonomy; our sense of control over events.

4) Relatedness; how safe we feel with others.

5) Fairness; how fair we feel the exchanges between people to be.

The model is based on research that implies that these five social areas activate the same threat and reward responses in our brain that we rely on for our physical survival.

This pretty ‘primitive’ reaction helps to explain the strong emotional responses we can have in some social situations and why it can be hard to control them. It is a base instinct and unfortunately, it can’t be ‘turned off’.

For example, when we are left out of an activity, we might see it as a threat to our status and our relatedness. Research has shown that this emotional response can stimulate the same region of the brain as physical pain. Our brain is sending out the signal that we are in danger.

Furthermore, when we do feel threatened, physically or socially, the release of the stress hormone cortisol can have an impact on our creativity and productivity. It muddles things in our mind, so we are unable to think straight and this confusion can heighten the feeling of being threatened.

On the flip side however, when we feel rewarded, receiving praise for our work for example, our brains release dopamine, the happy hormone, which makes us want to seek the reward again.

So how can you use the SCARF model to maximise your colleagues’ sense of reward and the eliminate perceived threats, for each area of the SCARF model?

Let’s break it down.

Read our complete blog about scarf model at virtual training.

The History of Blended Learning

One of the earliest examples of distance learning can be attributed to Pitman Training, recorded as early as the 1800’s. Sir Isaac Pitman invented Shorthand and established his training company back in 1837. They went on to develop a distance learning programme that allowed people, anywhere, to learn Shorthand without having to travel to classes.


While this isn’t the same as Blended Learning, it is an early example of the shift in focus; the idea of taking learning out of the traditional classroom and taking it to where the learner is, instead.

Fast forward to the next century and many universities have moved to embrace true Blended Learning; Stanford and the Open University in particular. They have worked to combine distance learning, classroom learning, one-to-one tutorials and even created TV programmes to allow students to gain qualifications without having to attend university full time.

Despite some of the heavy content, the TV programmes were entertaining with the ‘geeky’ professors delivering lectures sporting long hair and flared trousers. These TV programmes were aired at ungodly hours; late at night or very early in the morning and with the advent of the VCR, it became a much more manageable way for students to consume the content.


The benefits to this were huge, as it made gaining a degree (or higher) much more accessible, allowing many more people who wished to learn the opportunity to do so; people who either didn’t have the time or money to go to university full time. It also allowed people to study while they also worked or brought up their children.


If you are curious to see what these looked like, here is a YouTube link;

This type of qualification still exists and has evolved into a slightly different direction to create a MOOC.


What is a MOOC? It stands for Massively Open Online Course and is aimed at unlimited participation and open access via the internet. In addition to the usual, traditional course materials; filmed lectures, readings and problem sets, MOOCs also provide interactive courses including user forums to support community interactions among students, professors and teaching aides.


MOOCs are a more recent development in distance education, though they were first introduced in 2006 and emerged as a popular mode of learning by 2012.


The idea of it being open is a key part of its success, as it allows access to everyone and many academics and universities offer them for free. They are relatively short, often only lasting a few weeks, but they are a wonderful way to learn from peers and experts at a higher educational level, without going down the formal education route. They don’t offer a specific qualification, though there is the option to pay for a certificate at the end, as proof of completion.


Originally, MOOCs were purely part of the world of education, though businesses soon caught onto the approach, partnering with universities to offer MOOCs to their employees. For example, Microsoft offer MOOCs that are open to anyone to complete on the tech side of the business, such as coding, or learning more about their products and services. This is also rolled out to their internal employees.


In most organisations, over the last 20 years, Blended Learning has meant a mix of Face to Face (F2F) workshops bolstered by eLearning.Completing eLearning modules prior to a training programme can be a great opportunity for learners to consume content and knowledge before the workshop, so that it can be explored further in the F2F session, thus making better use of time together.


Completing eLearning modules between sessions in a longer programme can help to keep the learning alive and in front of mind.


Finally, completing eLearning modules once a training programme has finished, provides opportunities for learners to further embed their learning; refreshing what has been learned or extend their thinking around a learned topic.

Visit our website to learn more about blended learning at virtual training.

What are the advantages of virtual meetings? - Expert Guide

What are the advantages of virtual meetings? Our Experts Guide You Through the Perks

Over recent months, the globe received a firm push into the world of virtual working, due to the 2020, COVID-19 pandemic. This meant that companies everywhere, no matter what industry or circumstances had to look at alternatives to their usual co-located ways of working. This included a huge shift to virtual meetings.

Of course, the pandemic didn’t create virtual meetings, but it raised their popularity drastically. And not just in relation to work. What was once seen as a poor cousin to meeting physically in the same space, was successfully replaced by waving at one another through a camera.

But what about in the longer term? Now things are starting to edge back into some semblance of normality in organisations, will the virtual meetings diminish in number over time?

We hope not.

For us at VTT, we have always seen the benefit of a virtual meeting. They offer a host of advantages that sticking to physical get-togethers simply cannot offer. Read how to make your virtual meetings fly.

Reap the benefits of virtual meetings whilst avoiding the pitfalls. Check out our Facilitating virtual and hybrid meetings workshop.

 

10 key advantages virtual meetings can offer your business
1. More Cost-effective
When you start to look up the cost of travel, venues and time, meeting physically in a mutual location starts to add up. With virtual meetings, all of that is removed. There is no commute, no planning, no lost hours of work, it is easy to add in other colleagues at a moment’s notice and once the meeting is over, you and your team can effortlessly return to your daily duties. And you never have to book a room in competition with everyone else in the company!

2. Worldly Connection
The thing about virtual meetings is that attendees can come from anywhere. Provided they can make the scheduled time, with distance being no obstacle, it can allow participants to join from all over the world. What else can foster such an intense feeling of inclusivity within an organization?

3. Broader Information Sharing
Following on from the above, having such a varied list of attendees also allows for a diverse range of opinions and sharing of information. Being easily able to open the meeting to the wider audience means you can invite opinions from across your business, providing insight and expertise that you may not have had access to in a traditional meeting.

4. Increased Inclusivity
Jumping onto a virtual meeting is so quick and effective and means you are able to up inclusivity levels drastically. By taking your meetings virtually, you have created a platform where all employees have an increased opportunity to attend and be involved in discussions or updates. We are all aware of the upside of inclusivity and virtual meetings facilitate this brilliantly.

5. Increased Productivity
Being able to schedule shorter, more effective virtual meetings increases the productivity of time used. Pre Covid, meetings held at the central office could run forever, trying to cover a plethora of subject matter and information, most of which were not applicable to every attendee. Having your meetings virtual removes this need, allowing for shorter, more concise, and efficient meetings as and when they are needed. Decision making is speeded up and time used better.


If you want the complete benefits of virtual meetings then visit us.