#Scarf model drivers#

3 – Autonomy (A)Īutonomy is how much control one believes they have over their life. Humans crave certainty, so threats arise when roles and responsibilities are poorly defined or if meetings run well over their allotted time.Ĭertainty can be increased with clear expectations, objectives, and timelines. 2 – Certainty (C)Ĭertainty relates to how confident one is about the future. Leaders who take credit for the work of subordinates may diminish an employee’s sense of status.Ĭonversely, leaders who recognize subordinate contributions and allow them to share their wins with the team increase their status. In the workplace, this driver is a desire to stand out and be credited for one’s work or ideas. Status describes one’s personal worth and relative importance to others.

#Scarf model drivers#

These drivers (and their relevance to the workplace) are explained below.

The SCARF model identifies five social drivers (domains) of human behavior which comprise the model’s acronym. How this process may play out with respect to the five domains is outlined in the next section. Ultimately, the model enables practitioners to create social interactions that maximize rewards and minimize threats. Using the SCARF model, employees and their superiors can first classify and then understand the various social drivers that influence their behavior. Compared to the reward response, the threat response is more common and thus needs to be minimized in social interactions.The ability to solve problems, make decisions, or collaborate with others is, in most cases, increased by a reward response and decreased by a threat response, and.The human brain treats some social rewards and threats with the same intensity as physical rewards and threats.Digital Business Models Podcast by FourWeekMBA.Business Strategy Book Bundle By FourWeekMBA.An Entire MBA In Four Weeks By FourWeekMBA.100+ Business Models Book By FourWeekMBA.