![]() ![]() Relatedness is our sense of belonging – feeling included and part of the group.Autonomy is the need to have control over events – leading to engagement and satisfaction.Certainty is our ability to predict future outcomes – enabling focus.Status refers to our importance relative to others – conveying value and respect.Rock devised the SCARF model to explain 5 different domains of potential threat/reward: It diverts oxygen and glucose (its food) away from working memory and decision-making functions, in order to deal with the ‘physical’ threat. Threats literally change the functioning of the brain, decreasing resources available for higher order ‘executive’ functions in the prefrontal cortex. The threat response is more intense and more commonly experienced than the reward response (most likely because we are wired for survival hence more alert to threats), and can impact our ability to collaborate, problem solve and make decisions. So, when we feel threatened by a social situation at work – such as a critical colleague or being treated unfairly – this is experienced in the same way as a threat to our physical well-being. Apparently, when we encounter threats in social situations, the brain uses the same brain circuitry as it does for physical threats, and experiences social threats with the same intensity. The research demonstrates that our brains have a basic driver to minimise threats and maximise rewards, which resonates with the driver to conserve energy. To take the idea of safety a little further, consider David Rock’s research about the way people interact socially (including, of course, at work). This is an important finding for change management as it helps explain why there is resistance to change (it’s simply easier and more resource efficient not to change) and why people get exhausted during a long change effort. To put it another way, predictions save energy, so sticking with what you know is energy efficient. Maintaining safety under unknown conditions therefore consumes more energy. If the answer is no, then we have no model for how things will turn out and need to create and bank that new experience for the future. This consumes a lower amount of brain energy, like habits that we perform unconsciously. If the answer is yes, then it predicts that the outcome will be the same as before. To respond to any situation efficiently (in terms of brain resources), the brain compares what it knows about a situation and asks, “have I experienced this before?”. Given that it has a lot to do to keep us safe, the brain is looking for ways to conserve energy and one way it does this is by making predictions so that we know what to expect and what the outcome of any given situation might be.ĭr Lisa Feldman Barrett, Professor of Psychology at Northeastern University conducted revolutionary research on emotion in the brain – concluding that emotions are indeed the result of brain predictions. What we are aware of are our thought processes, reactions, decisions, emotions, choices, worries etc. Starting with the basics, it’s interesting to know that a good proportion of the brain’s capacity is dedicated to running our bodily systems – circulatory, nervous, respiratory, digestive, renal, endocrine – without us being aware of what is going on. In this article we connect three different aspects of neuroscience research to suggest a holistic view of psychological safety. Research shows clearly that working within a psychologically safe environment provides the ideal conditions to minimise threats and enable teams to access the best inputs from their members. The world of work has many challenges – some more risky and threatening than others – but there are also opportunities which require some risk taking and reaching beyond our comfort zone, in order to grow. ![]() Its primary function is to keep us alive – striving to use resources efficiently, conserve energy and warn us of dangers that might threaten our survival. Neuroscience tells us that the brain is wired for safety. ![]()
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