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SCARF: A brain-based model for collaborating with and influencing others

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... Second, they can try to create an environment that minimizes threats and maximizes rewards for employees (Rock, 2008). Rochford et al. (2017) rely on neurological insights to emphasize the relevance of socioemotional reasoning for ethical leaders. ...
... In accordance with results from neuroleadership research, appropriate stimulation (e.g., those brain regions involved in feelings of reward and relevant for an approach response) require actions on the behavioral level, like empowerment, positive feedback, and a feeling of security (Rock, 2008). Trust is not only a facilitator for economic transactions; when enabled in the context of an environment perceived as fair, cooperative, transparent, authentic, etc., it triggers a feeling of reward, which in turn is a motivational driver (Rock, 2008;Rock & Ringleb, 2009). ...
... In accordance with results from neuroleadership research, appropriate stimulation (e.g., those brain regions involved in feelings of reward and relevant for an approach response) require actions on the behavioral level, like empowerment, positive feedback, and a feeling of security (Rock, 2008). Trust is not only a facilitator for economic transactions; when enabled in the context of an environment perceived as fair, cooperative, transparent, authentic, etc., it triggers a feeling of reward, which in turn is a motivational driver (Rock, 2008;Rock & Ringleb, 2009). In addition to these direct implications for the moral person, social neuroscience has found that one of the main drivers of social behavior is the principle of minimizing threat and maximizing reward (Rock, 2008). ...
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The chapter examines to what extent research from social cognitive neuroscience can inform ethical leadership. We evaluate the contribution of brain research to the understanding of ethical leaders as moral persons, as well the understanding of their role as moral managers. The areas of social cognitive neuroscience that mirror these two aspects of ethical leadership comprise research relating to understanding oneself, understanding others, and the relationship between the self and others. Within these, we deem it relevant for ethical leadership to incorporate research findings about self-reflection, self-regulation, theory of mind, empathy, trust and fairness. The chapter highlights social cognitive neuroscience research in these areas and discusses its actual and potential contributions to ethical leadership. The chapter thereby engages also with the broader discussion on the neuroscience of leadership. We suggest new avenues for future research in the field of leadership ethics and responsibility.
... This avoidance of explicit rating could be related to status perception. In fact, as suggested by Rock,39 rating is perceived as threatening because it implies a ranking judgment and a consequent need to maintain a sense of status. This is of particular relevance if we consider that fear and threat can lead to a negative condition known as social pain 40 and possibly a more negative work experience. ...
... 42,48 For example, previous work associated HR acceleration with the vision of unpleasant compared with pleasant pictures 49,50 and stressful conditions. 51 Starting from the assumption coming from organizational research that the presence of a quantitative ranking could be related to threat perception, 39 in the present work the R condition thus seems associated to a fightflight response related to avoidant motivations and behaviors, as well as to negative emotions. The debriefing phase supported this interpretation, because subjects in R condition reported increased stress, higher concerns for their future, and more negative self-reported state. ...
Article
Organizational research started including neurosciences exploring pivotal phenomena and promoting organizational well-being. Leadership was investigated by assessing psychophysiological responses during performance review characterized by narrative or quantitative assessments and their effects on employees' well-being. As is known, rating could be perceived as threatening for employees' ranking and status perception, leading to avoidant behaviors. Design and methodology: Here, manager-employee dyads were assigned to 2 conditions: in the nonrate scenario, managers were asked to describe the employee's performance; in the rate one, they had to provide a quantitative rating. Skin conductance level and response and heart rate indices were continuously recorded. Findings: Dyads in nonrate condition showed higher arousal-related responses (skin conductance level and skin conductance response), perhaps highlighting an increased engagement triggered by a rewarding exchange. Conversely, in rate condition, employees showed higher heart rate, usually related to negative and stressful conditions, and avoidant behaviors. Originality/value: Results are discussed for their possible applications to employees' well-being.
... Experienced in and regulated by the amygdala, storytelling and story listening also serve a biological func- tion. 7 Neural coupling, the process by which neural patterns of the storyteller mirror those of the story listener, provides evidence of the hard-wired need and nature of sharing stories. Through neural coupling, the brain of the storyteller aligns itself with the brain of the listener. ...
... 6 And, posts with visuals see 3Â more engagement on social media. 7 Suffice to say, if text is the only way we're communicating with people outside and inside our companies, we're missing an opportunity. ...
... In The Neuroscience of Leadership, Rock and Schwartz (2006) drew hard conclusions from cutting-edge research (that severally promote or challenge other leadership theories): (a) change is pain, (b) behaviorism does not work, (c) humanism is overrated, (d) focus is power, (e) expectation shapes reality, and (f) attention density shapes identity. Subsequently, Rock (2008) developed a model defining five domains of social experience that are deeply important to the brain, namely (a) status, (b) certainty, (c) autonomy, (d) relatedness, and (e) fairness, aka SCARF, and which allows exploration of nuanced actions that reduce threats and increase rewards in the context of collaborating with and influencing others. 4 • Emotional Leadership. ...
... Usefully,Rock (2008) made suggestions for further research, the scope of which underscores the limitless potential of the neuroscience of leadership. Questions that still beg answers are: Which of the domains in the SCARF model generate the strongest threats or rewards given different types of organization? ...
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This précis revisits an opening statement on a personal philosophy of leadership: that initial statement was informed by theories of leadership; formative experiences of leadership; cultural identity; trends in the development of post-bureaucratic organizations; and sundry work experiences. This revised edition offers reflections on the initial statement, drawing from scholarly readings, discussions, and other developments since the "first edition".
... For example, some are more trainer-centered and directive (e.g., the Sandwich model 2 ) while others (e.g., the Pendleton 3 and SET-GO 4 models) promote learner-centeredness, reflection and explicit action planning respectively. Finkelstein and Fishbach, 5 Rock, 6 Shah & Higgins 7 and Tuckman 8 each suggest how trainers could adapt feedback conversations to specific trainer-trainee learning contexts. These papers can be separated into four categories based on the salient features of feedback conversations within, those contexts. ...
... David Rock discussed this in his SCARF model. 6 When a trainee is relatively new and unknown to us, he recommends that trainers establish trust and rapport and explore the trainee's interests before providing our feedback. In contrast, the model implies that trainers can potentially provide even quite challenging feedback promptly and frankly to a trainee with whom they have a good rapport and a trusting relationship. ...
... Bringing together the research findings from neuroscience and psychology disciplines and leadership training expertise, David Rock (2008) introduces the SCARF model for collaborating with and influencing others. SCARF is based on the basic neurological principle of the human brain function: the approach [reward]/avoid [threat] response which is at the core of our survival instinct. ...
... SCARF is based on the basic neurological principle of the human brain function: the approach [reward]/avoid [threat] response which is at the core of our survival instinct. Rock (2008) analyzes the human survival instinct within the social and work place context and identifies the following key drivers of human behavior that leaders and managers must address in order to trigger positive feelings, responses and actions within their teams: ...
... Bringing together the research findings from neuroscience and psychology disciplines and leadership training expertise, David Rock (2008) introduces the SCARF model for collaborating with and influencing others. SCARF is based on the basic neurological principle of the human brain function: the approach [reward]/avoid [threat] response which is at the core of our survival instinct. ...
... SCARF is based on the basic neurological principle of the human brain function: the approach [reward]/avoid [threat] response which is at the core of our survival instinct. Rock (2008) analyzes the human survival instinct within the social and work place context and identifies the following key drivers of human behavior that leaders and managers must address in order to trigger positive feelings, responses and actions within their teams: ...
... The P100 component represents a positive behaviors in others, serving as the fundamental basis for emotional empathy. One of the pioneering EEG studies in the eld of leadership was conducted by David Rock (2008) who introduced the SCARF model, consisting of the concepts of "Status, Certainty, Autonomy, Relatedness, and Fairness." The SCARF model represented ve domains of experience that in uence behavior based on the brain's reward and threat perception. ...
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The research design investigated the leader-player relationship that is universally relevant in all organizations, focusing on the behavior between a university basketball team and their coach, using pre-established models. The study examined the mechanical changes in players' elbow joint movements and biceps brachii muscles in response to different behavior models exhibited by the coach, using electromyography (EMG) and precise camera analysis. Electroencephalography (EEG) recordings were also utilized to detect brain responses to various stimuli. Additionally, players' responses to the Leader Behavior Scale questionnaire were analyzed, and their free-throw performance at different times was compared with the results obtained from the aforementioned analysis methods. Thus, the research aimed to investigate whether different leader behavior models had an impact on team members' performance or perceptions. Interdisciplinary analysis using these techniques supported the conclusion that when the leader exhibits momentary different behavior, it does not affect the players' instant performance. EMG, precise camera analyses, EEG recordings analysis, free-throw percentages, and survey responses revealed that the momentary changes in the leader's behavior do not have a significant impact on basketball players' performance. The most significant constraint of the research is that it was conducted on university basketball team players and leaders. This study could be expanded with new research that has a more extensive experimental design, where the performance of leaders and players can be observed using various measurement methods, both used and unused in this study. Lay Summary: The main objective of our study is to analyze the relationships between athletes and coaches from a leadership perspective using various in-depth measurement methods. This study was conducted on athletes and their leaders, the coaches, in order to determine the extent to which the performance and perceptions of the players change when the leader exhibits different behavioral patterns.
... Какую потребность способны удовлетворять решения? Можно предположить, что таковой является потребность в определенности, которую ряд исследователей полагают одной из базовых потребностей человека [Rock, 2008;Kruglanski, Orehek, 2012]. Правда, в разных культурах эта потребность имеет разную настоятельность [Hofstede, 2001], однако правдоподобным представляется объяснение толерантности к неопределенности [Furnham, Ribchester, 1995] стремлением избежать ответственности за принимаемые решения [Leonhardt, Keller, Pechmann, 2011]. ...
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The author considers managerial decision as specifi c object of the study, with it's properties, allowing to treat it as an economic good. The features of the production decisions as result of special activities, the costs and effects of decisions and options market solutions. Keywords: management decisions, market-making, economic benefi t, the costs of decision-making. Управленческие решения опосредуют многие разновидности человеческой дея-тельности, их последствия определяют жизнь отдельных людей, организаций и це-лых стран как в текущей, так и в долгосрочной перспективе. Поэтому неудивителен интерес к проблематике анализа управленческих решений со стороны самых разных наук, таких как социология [Пригожин и др. Нужно сразу отметить, что "разведение" приведенных (и многих других) публика-ций по упомянутым дисциплинарным направлениям во многом условно: как правило, практически любое исследование решений затрагивает разные научные направления, иногда трудно соединяемые 2. Более того, в рамках изучения управленческих решений в самых разных предметных областях, таких как экономика, политика, международные отношения и т.п., в последние десятилетия преобладающим становится поведенче-ский подход, в явном виде опирающийся на предпосылку ограниченной рационально-сти, в противовес доминировавшему почти полвека полностью рационалистическому 1 Приведенные ссылки представляют собой лишь отдельные примеры, поскольку литература по каждо-му из названных направлений насчитывает сотни наименований. 2 См., например, [Grandori, 2010], где развивается "рационально-эвристический" подход к анализу принятия решений, то есть фактически предпринята попытка совместить предпосылки полной и ограни-ченной рациональности.
... Moreover, oxytocin, the marker of a culture of trust, can be the synthesis of other positive neurotransmitters and, as shown in the diagram below, it allows a management style that supports a culture of trust to generate a strengthening of commitment and, de facto, a gain in performance. The SCARF model (Rock, 2008) proposes the criteria that influence the culture of trust and highlight the management style of rewards and sanctions:  Status (Status for the S in the SCARF model): ...
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This communication offers a contribution to rethinking organizational models. Its objective is to propose the determinants of resilient organizations in the face of crises generated by unforeseen risks with high impact, called black swans. It is a meta-research that takes advantage of the results of 11 studies conducted and concluded in the midst of the COVID 19 crisis. The central question that has been the common thread of this meta-research is "What new managerial model of resilient organizations? To answer this question, she exploits the quintessential state of the art mobilized by this research and its results. This research adopted a rather qualitative analysis approach; the discussion of their results made it possible to bring out the determinants of the model of resilient organizations structuring three levers: valuing the raison d'être, organizational efficiency and ecosystem leadership. These determinants are the first lever: the alignment of strategies with social and societal imperatives, the foundation of the corporate culture on multicultural values and the integration of risks in the management of projects and the business model. For the second component, these determinants are: employee engagement, collective intelligence, organizational agility and business architecture. For the last component, these determinants are: the digital transformation of the customer journey, the improvement of the customer experience by creating the wow effect, the extension of markets via a growth strategy based on exports and ecosystem management as the basis of strategic management.
... What became clear after some discussion with the ICs and TEAC was the need for a framework to allow teacher candidates to be mindful of how different instructional practices impacted students socially and emotionally. The SEL framework employed in this strategy was grounded in David Rock's SCARF model (Rock, 2008). This model presents five domains which can have an impact on a person's perception of their own social emotional status within a situation. ...
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This article documents how one Teacher Preparation Program (TPP) at a medium-sized public university in the northeast responded to the needs of their urban partners during the global COVID-19 pandemic. The adaptation of this school-university partnership involved improving relationships where the TPP is more responsive to the needs of this urban school district. This article showcases how two colleagues created pandemic pivots in their graduate courses for in-service teachers. These pedagogical examples, or pandemic pivots, knit together technology and Social Emotional Learning (SEL) and create a more inclusive and more equitable new normal. Moreover, these pandemic pivots leverage programmatic mechanisms to sustain this new normal. The sustainability and success of this partnership makes use of stakeholder feedback loops which are both programmatic and interpersonal. Through institutionalizing these feedback loops, we create programmatic sustainability with the ability to dynamically meet the needs of our partners. The integration of SEL and technology pedagogical practices illustrated here are the result of programmatic structural changes driven by the voice of our partners, showcasing the design of our TPP.
... To reassert their autonomy, unwilling and stressful training participants may psychologically challenge the whole system by doing exactly the opposite, hence perpetuating the cultural biases, prejudices and stereotypes rather than confronting them. The demands to change can be quite challenging if people perceive them as a threat to their status, certainty, autonomy, relatedness, and fairness-some of the most primary concerns that tap into the brain's emotional system (Rock, 2008). In fact, a great number of corporate training fail because they are based on a stressful, reactionary and fearembedded mentality, one that actually elicits rebellion, secret sabotage, and (sub)conscious punishment for revenge (Dobbin and Kalev, 2016). ...
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In cross-cultural communication and adjunct disciplines such as cross-cultural management and international business, there is a negativity bias of seeing cultural differences as a source of potential issues. The emergence of Positive Organizational Scholarship (POS) questions this problem-focused approach. This paper contributes to the ongoing discussion from neuroscience's perspectives in several ways. Firstly, it provides a neurological look at this bias. Secondly, it proposes that the problem-focused approach may (1) give us a biased outlook of cross-cultural encounters rather than a reality, (2) hinder creativity, (3) lead to the rebound effect, and (4) turn belief into reality. Finally, based on insight from neuroscience and adopting the POS lens with the connection between POS and creativity, it's recommended that future research takes three directions: (1) Using similarity as the starting point; (2) strategize body language, context and theories; and (3) develop a multicultural mind. In essence, the paper contributes to existing knowledge of the field by employing an interdisciplinary approach, aiming to gain a more holistic view, provoke thoughts, and trigger future empirical studies.
... In addition, there has been growing recognition of the power of emotions and senses in many aspects of business and organizational life: from product design and consumer purchasing decisions [62,63] to social dynamics [64] and workplace culture [65]. The brain's capacity for perception, cognition, creativity, and collaboration decreases under emotional threat [66]. Practicing direct experience (also known as mindfulness) by being present in the moment and paying close attention to the senses helps regulate emotions [67]. ...
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Artists are often seen as innovators and producers of creative and extraordinary new ideas. Additionally, experiencing art and artistic processes is an important opportunity for learning and exploration. Thus, corporations and scientific organizations have experimented with initiatives that generate artscience collaboration, such as fellowships, long-term collaborations with artists, and artist-in-residence programs. Looking at outcomes in the long-term, it is possible to identify important contributions to scientific, technological, and artistic fields that stem from artscience collaboration opportunities in organizations. On the other hand, it is often difficult to define immediate tangible outcomes of such processes as innovation as interdisciplinary interaction and learning processes are valuable experiences that do not always manifest directly in outcomes that can be measured. Drawing from cases of artscience programs and qualitative interviews with program managers, scientists, and artists, this article explores how artscience collaboration in an organization adds value and helps overcome organizational challenges regardless of such outcomes. By shifting the focus from the outcome to the process of artscience collaboration, it is possible to discover in more depth value-added contributions of artscience experiences on an individual level (e.g., new ways of knowing and thinking, understanding of materials and processes, and learning). Moreover, such contributions tell stories of connecting the process of artscience programs to the organizations’ goals of developing a new generation of leaders and driving a more adaptive, innovative culture. These benefits of artscience opportunities need to be supported by managerial activities in the organization. Thus, it enables a more differentiated understanding of possible contributions of artscience collaboration to organizations and helps to define the best model to create such opportunities. The article also recommends future research directions to further advance artscience collaboaration, especially in light of pertinent movements such as STEAM and Open Innovation, and promising developments in related fields such as neuro-aesthetics.
... Traditionally, the rating was thought to help employees improving their performance (Dixon, Rock, & Ochsner, 2010), but in a meta-analysis, Kluger and DeNisi (1996) showed how feedback interventions were associated with performance improvement in less than one-half of cases. More specifically, Rock (2008) has hypothesized the possibility of considering the evaluation as a threat because it providesjudgment on the ranking and a subsequent sense of status. This represents a relevant point, considering that fear and threat involve a condition defined as social pain (Lieberman & Eisenberger, 2008), related to a more negative working condition. ...
Article
Empirical management research has focused more on the investigation of important interpersonal factors that could be beneficial for a company’s well-being, including emotional and empathic engagement between managers and employees. Recent research has increasingly embodied a neuroscientific methods and paradigms. Specifically, the capacity to understand and mirror others’ feelings could result in a mutual adaptation that generates interpersonal tuning (IT). In the present study, IT was considered as interpersonal coordination of specific physiological processes between two or more subjects in interaction with each other. We measured IT by applying a hyperscanning approach with simultaneous recording of electroencephalographic (EEG) signals from two participants interacting together, in addition to interpersonal behavioral measures. 11 leaders and 11 employees were recruited and asked to role-play an employee performance review with a rating (R) or no rating (NR) condition. In the NR condition leaders describe by words the employee’s proficiency, while in R they provided a quantitative rating. The NR condition emerged as the more engaging situation in terms of empathic responses and mirroring. This difference was detectable from localization of neurophysiological effects over the frontopolar and frontal brain areas, and the higher synchronization of EEG delta frequency coherence. Behavioral resultsalso revealed an increase of self-perceived emotional tuning, agreement on content, and interpersonal cooperation in the NR condition compared to R condition. These effects were present in both leaders and employeesand have several implications for social and company well-being.
... Students in our Masters in Management Coaching programme are introduced to David Rock's SCARF (Rock 2008), an effective, accessible model which describes five key triggers to the limbic brain. The students are able to engage emotionally with the positive and negative impact of these five triggers -status, certainty, autonomy, relatedness and fairness -drawing on their own experiences. ...
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ABSTRACT The Principles for Responsible Management Education and its 17 Sustainable Development Goals and the invitation for higher education institutions to transform curricula in line with these goals lay the background for this paper. It reflects on the viability, focused on leadership development within business schools, of experiential learning that draws its practice from Integral theory and stages of adult development to deliver on the goals of sustainable development. It suggests coaching competencies in particular as an experiential learning approach in the development of leadership with specific focus on self-awareness and ethical relationship management in delivering on SDGs. (13) (PDF) Developing Leaders at Business Schools with Coaching Skills Aligned with the Goals of Responsible Management Education. Available from: https://www.researchgate.net/publication/335452575_Developing_Leaders_at_Business_Schools_with_Coaching_Skills_Aligned_with_the_Goals_of_Responsible_Management_Education [accessed Nov 16 2021].
... Trust and the power of the limbic brain Zak (2017) (Rock 2008), an effective, accessible model which describes five key triggers to the limbic brain. The students are able to engage emotionally with the positive and negative impact of these five triggers -status, certainty, autonomy, relatedness and fairness -drawing on their own experiences. ...
... Trust and the power of the limbic brain Zak (2017) (Rock 2008), an effective, accessible model which describes five key triggers to the limbic brain. The students are able to engage emotionally with the positive and negative impact of these five triggers -status, certainty, autonomy, relatedness and fairness -drawing on their own experiences. ...
... Indeed, studies show that feedback can threaten self-esteem, leading to anxiety, stress and social pain (Levy, Albright, Cawley, & Williams, 1995;Dickerson & Kemeny, 2004;Lieberman & Eisenberger, 2008). Given that a "sense of status" is a fundamental human need (Rock, 2008), a threat or an attack on it in the feedback ratings setting causes strong negative reactions in people (Dixon et al., 2010). ...
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The rapid growth of coaching practices has outpaced the current best-practice empirical research and created a difficult landscape to navigate for coaches and consumers alike. To overcome these challenges the present study proposed to employ the neuro-screening measure to develop and monitor an individually tailored coaching intervention for training senior-managers' inspirational leadership. We have used the quantitative electroencephalogram (qEEG) screening to build the individual profiles of every coachee to assess their baseline (trait) characteristics in order to develop the coaching interventions to enhance effective and minimize ineffective behavior. The qEEG-screening profile resulted in nine metrics characterizing different traits and features of every coachee. Based on these profiles individualized 4-month coaching programs were suggested to coachees. The results indicated that participation in the individually designed 4-month coaching program was associated with significant improvement (70.7%) or optimization (55.6%) of metrics in the 71.7% of coachees. This was paralleled by reduced scores in independent Beck Anxiety Inventory and Beck Depression Inventory scales. We concluded that the employment of qEEG-screening profiling allows coaches and trainers to assess deep dynamic neurological mechanisms that underpin baseline traits and features essential for effective, flexible and sustainable leadership, as well as track their development over time.
... According to Potter and Callison (2000), when people have higher auditory complexity, they are more alert, and their physiological levels of arousal also increase. However, when too much multitasking is needed to process information, it may significantly lower the attention level (Rock, 2008). ...
Article
Purpose Although the field of neuroscience has evolved dramatically, little research has attempted to conceptualize the impact of neuroscience on the field of human resource development (HRD). The purpose of this study is an integrative review of the influential relationship between neuroscience and workplace learning including applicable implications for HRD research and practice. Design/methodology/approach By reviewing 93 studies on neuroscience and brain-based learning published between 1995 and 2017, the authors synthesized their findings. Findings This study discusses the basic concepts of neuroscience such as the structure and functions of the brain, neuroscientific findings about memory and cognition, the effect of neural transmitters on memory and cognition and the neuroscience of learning. This study also illustrates brain-based learning styles affecting learning and describes various neuroscientific learning principles and models that can be applied to practical planning and the delivery of workplace learning and HRD activities. Originality/value This study concludes with brain-based learning principles called neuroscientism compared with traditional learning theories. It also includes several brain-based learning cases from workplace settings and implications for future research and further HRD practices.
... For example, status may be more important for one, whereas others may give more value to relatedness. Rock explains the use of SCARF profiling for both individuals and organisations to promote effective social interactions through stimulating these drivers of reward or threat centres (Rock and Cox, 2012). ...
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Human resource management (HRM) has evolved over the years and is constantly adapting to the advanced technologies and research endeavours to address the complexities of the corporate environment and aspirations of the stakeholders. In this article, the authors explain the relevance of neuroscientific research for HRM practices. Interdisciplinary nature and landmarks of social neuroscience and newly evolved discipline of organisational cognitive neuroscience are discussed. The nexus of Neuro–HR has phenomenal research and application opportunities to progress and enhance the quality of HRM for effective organisations leading to a healthier society. A significant use of neuroscience in HRM appears to be an interesting journey full of opportunities and challenges ahead.
... A perception of danger to any one of these domains could trigger a behavioral response motivated by the survival instinct. 15 ...
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This article explores the expanding field of behavioral ethics, summarizing its findings under the gap between the perceived versus actual ethical selves, intuitive versus rational decision making, and the susceptibility to internal, organizational, and situational factors. Research into these influences indicates behavioral ethics should be integrated into the military ethical training and education endeavor and is most impactful when it is taught experientially.
... The early life of any group amplifies unconscious emotion and suppresses rational discourse (Bion, 1961: Slater, 1961. Our neurological inheritance amplifies the anxieties of status threat and shame (Boyatis, 2011;Rock, 2008 3) The more developed an organization, the more it is able to realize its potential ...
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This paper extends Bushe & Marshak’s (2018) call to move away from equating Organization Development with organizational change and adopt the generative image that OD is about creating great teams and organizations. We contend that OD emerged from a spirit of inquiry that lost its way when prescriptive models used to diagnose teams and organizations took over the field. Instead, what defines OD is engagement and inquiry by stakeholders in a process of improvement. We argue that the 75% failure rate often attributed to organizational change occurs from the top-down, visionary leadership models of change management. We review research that supports our contention that successful OD occurs when leaders lead a change process that engages stakeholders in defining the changes they will ultimately implement. Since every solution to a problem of organizing creates a new problem, no generalized model of a great organization can endure; however, all models of great organizations embraced by OD over the past 60 years envision widespread engagement in inquiry. Thus, by engaging stakeholders in a process of inquiry while working on a concrete issue, OD creates great organizations. We conclude by offering three criteria of “development” that identify what a more developed team or organization looks like, that can be used to guide and assess OD practice. Keywords: OD, organizational change, development, adaptive challenges
... Odejście od szablonowego podejścia i ścisłej klasyfikacji reguł, spotykanej w systemach grywalizacyjnych umożliwiło otrzymanie danych, które określają współpracę i zależności pomiędzy pracownikami na zupełnie innym poziomie. Paul Klipp w swoim artykule [27] określa mechanizm podziękowań jako "tajną szpiegowską sieć do monitorowania zachowań pracowników". Uruchomienie systemu podziękowań w formie opisanej powyżej niesie za sobą ryzyko naświetlenia dysfunkcji w pracy zespołowej bądź też w działaniu organizacji. ...
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Grywalizacja staje się coraz bardziej powszechną techniką wspierającą zarządzanie zasobami ludzkimi, szczególnie w zakresie podnoszenia wartości organizacji oraz wydajności pracy. Branże nowych technologii stają się szczególnie narażone na problemy związane z fluktuacją kadry pracowniczej. Niniejsza praca jest prezentacją dwóch autorskich podejść do opracowania gamifikacji mającej na celu efektywnie wspierać zarządzanie kadrami firm IT i efektywnością procesów wytwarzania oprogramowania jak i samokształcenia pracowników. Opracowanie zawiera również opis koncepcji budowy narzędzi służących do organizacji i prowadzenia gamifikacji w przedsiębiorstwach IT. Potrzeba wprowadzenia gamifikacji w przedsiębiorstwach IT wynika z kilku istotnych i wyróżniających cech tych przedsiębiorstw. Ze względu na wysoki poziom zarobków pracowników, zapotrzebowanie na usługi IT oraz transgraniczność oferowanych usług i produktów przedsiębiorstwa IT musza wprowadzać techniki zarządzania zasobami ludzkimi ukierunkowane na zwiększenie efektywności i satysfakcji z pracy pracowników. Praca zawiera podsumowanie doświadczeń z wdrażania gamifikacji w przedsiębiorstwie średniej wielkości (do 100 osób), produkującym oprogramowanie, zebrane na przestrzeni 3 lat. Zebrane doświadczenia obejmują zarówno aspekty techniczne, jak i organizacyjne tego procesu i pozwoliły na skonstruowanie i rozwój dwóch autorskich narzędzi GAMIFICATION.ISOLUTION oraz Agile Toolbox. Narzędzia stosują diametralnie różniące się podejścia do gamifikacji, z jednej strony silnie ilościowe podejście oraz podejście wykorzystujące techniki miękkie. Zaprezentowanie obu podejść ma pozwolić na krytyczne, porównawcze ocenienie tych alternatyw i pomóc Czytelnikowi wybrać potencjalną drogę opracowania i wdrożenia gamifikacji w organizacji. Słowa kluczowe: gamifikacja, zarządzanie zasobami ludzkimi, systemy wspomagania zarządzania, rynek IT, grywalizacja, metodyki zwinne, agile project management Wstęp Gamifikacja stała się powszechnie rozpoznawalnym pojęciem i techniką wykorzystywaną w zarządzaniu zasobami ludzkimi. Analizując dostępne źródła bibliograficzne tezy wynikające z analizy i zastosowania technik grywalizacyjnych w zakresie zwiększania efektywności realizacji projektów informatycznych, jak również zarządzania zasobami ludzkimi, przede wszystkim doświadczenia wynikające z branży teleinformatycznej, wykazującej wysoką dynamikę rozwoju i przepływu kadry. Zaprezentowana w niniejszej pracy autorska koncepcja 1 Wojskowa Akademia Techniczna, Wydział Cybernetyki 2 ISOLUTION Spółka z ograniczoną odpowiedzialnością sp. k.
... One answer could be that our attention is on more evidenced-based re- search than the grandiose claims that neuroscience researchers are making. For example, in a non-peer-reviewed article, Rock (2008) states: ...
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Organizations are undergoing unprecedented transformation in the area of talent management (TM). Companies are rapidly adopting new tools and approaches in a variety of what has traditionally been core areas of industrial and organizational (I-O) psychology such as performance management, employee attitudes, recruiting, testing and assessment, and career development. Increasingly, however, these new approaches have little to no research backing behind them, and they do not tend to be the focus of I-O psychology theory and research. We call this trend anti-industrial and organizational psychology (AIO), as we believe these forces to do not advance the field for long-term strategic impact. We present a framework that describes how AIO practices are adopted by organizations, and how I-O psychologists often gravitate away from these practices rather than actively help to separate the wheat from the chaff. We found support for our hypothesis through a brief analysis of Industrial and Organizational Psychology: Perspectives on Science and Practice , the peer-reviewed journal of the Society of Industrial and Organizational Psychology (SIOP). In this analysis, we found that only 10% of the focal articles from 2008 to 2016 represented topics that we call frontier —emerging areas in organizations but where there is no research support for them. We propose a set of recommendations for the field of I-O psychology and call for a more strategic approach to identifying and vetting new TM trends in order to increase the relevancy and impact of I-O psychology for our key stakeholders.
... The source model of such an approach was described by Appelo in (Reiss, 2002) and named "CHAMPFROGS model for intrinsic motivation". The choice of incentives has been based on careful selection from 10 recognised research publications: (Deci, 2000), David Rock's SCARF model (Rock, 2008), self- determination theory of Deci ( Deci et al., 2000) and Maslov's hierarchy of needs (Maslov, 1943). ...
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Gamification techniques are becoming more popular and recognised especially in the domain of human resources management. Such features can be observed in areas connected with raising the organisation's value and the production efficiency. A particular example of the technique implementation are the sectors of new technologies. Such organisations are particularly vulnerable to the problems associated with fluctuations of professional workforce. The paper presents two different approaches to constructing gamification, which main purpose is supporting human resources management policies. The application of this technique influences the efficiency of software development and increases workers’ knowledge acquisition abilities. The paper contains also the concept how to construct such tools supplemented with guidelines how the organisation should adopt gamification. The need of gamification deployment in IT companies originates from few distinct characteristics of such types of organisations, such as: high demand for IT services, limited market of qualified personnel, globalisation of IT market, possibility of remote labour, high level of wages. IT companies are forced to introduce preliminary HR actions and policies, which ensure more efficient approach to productivity and employee satisfaction. The article summarizes experiences gathered during the development and deployment of gamification in medium size company (up to 100 employees) offering software development services. Gathered knowledge include both the technical and organisational aspects of the process which helped construct two proprietary software solutions GAMIFICATION.ISOLUTION and Agile Toolbox.
... He suggests that for these to thrive, organizations must develop an organizational " sweet spot ". To that intent, Rock and Schwartz (Rock 2008) have put forward a brain-based model—reminiscent of Charles Ehin's innate human drives —that caters to the primary reward or primary threat circuitry (and associated networks) of the brain. 12 The model, which defines five domains of social experience deeply important to the brain—status, certainty, autonomy, relatedness, and fairness 13 —allows exploration of what nuanced actions to reduce threats and increase rewards might be taken in each domain to support the expansion of Charles Ehin's organizational sweet spots (Rock 2009). ...
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The human mind is driven by an emergent array of biological, cognitive, and social properties. Unconscious processes perform feats we thought required intention, deliberation, and conscious awareness. The breakthroughs of social neuroscience are fostering more comprehensive theories of the mechanisms that underlie human behavior.
... Das SCARF-Modell nach Rock berücksichtigt, dass das Gehirn darauf ausgerichtet ist, das Belohnungssystem zu 91 T. Peters und A. Ghadiri, Neuroleadership -Grundlagen, Konzepte, Beispiele, DOI 10.1007/978-3-658-02165-8_5, © Springer Fachmedien Wiesbaden 2013 92 5 Konzepte zur Umsetzung von Neuroleadership aktivieren und Bedrohungen zu vermeiden(Rock 2008; Rock und Cox 2012). Aus dem Streben nach Belohnungsmaximierung und Bedrohungsminimierung resultieren Treiber für das Verhalten und Handeln im Unternehmenskontext, die das SCARF-Modell in fünf Dimensionen aufteilt(Rock 2008, S. 44 f.): 1. Status (engl. ...
... Many of us experience being able to think more clearly, beyond our usual limitations, whenever we are fortunate enough to be listened to in a non-judgmental , supportive way. Meanwhile, current brain science supports the crucial role of a supportive listener, through its findings regarding how quickly our physiology can shut down from an expansive creative mode, to a protective and defensive one, especially in response to minute social cues (Rock, 2008). From any of these perspectives, we have a significant opportunity as facilitators to support each participant by actively engaging with them in the meaningmaking process, letting each person know what sense we are making of what we are hearing—not as a mirror coldly reflecting back, but as active participants in receiving the gift that each participant is seeking to offer. ...
... Das SCARF-Modell nach Rock berücksichtigt, dass das Gehirn darauf ausgerichtet ist, das Belohnungssystem zu 91 T. Peters und A. Ghadiri, Neuroleadership -Grundlagen, Konzepte, Beispiele, DOI 10.1007/978-3-658-02165-8_5, © Springer Fachmedien Wiesbaden 2013 92 5 Konzepte zur Umsetzung von Neuroleadership aktivieren und Bedrohungen zu vermeiden(Rock 2008; Rock und Cox 2012). Aus dem Streben nach Belohnungsmaximierung und Bedrohungsminimierung resultieren Treiber für das Verhalten und Handeln im Unternehmenskontext, die das SCARF-Modell in fünf Dimensionen aufteilt(Rock 2008, S. 44 f.): 1. Status (engl. ...
... Por otro lado, la liberación de las hormonas denominadas catecolaminas, como mecanismo de respuesta frente al estrés, ha incentivado estudios centrados en mostrar cómo la generación de diferentes sustancias como la dopamina y la norepinefrina influyen en la función cognitiva y la fisiología a través de los mecanismos de señalización. Esto repercute en la pérdida de las capacidades cognitivas (Lafferty y Alford, 2010; Rock, 2009Por el contrario, para autores como Ernst y Paulus (2005), el proceso de decisión implica tres etapas principales en el cerebro. La primera es la formación de preferencias; en esta etapa los procesos cognitivos y afectivos, como los de los circuitos neuronales, la codificación de valores y la evaluación emocional, se activan. ...
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... Too much relatedness can lead to an incapacity to act, an inertia, and an utter sense of dependence on others. As neuroscientist Rock's limbic brain research shows, a requisite sense of both autonomy (agency) and relatedness (social cohesion) are two of five domains that are fundamental to our experience of being human, pre-dating the emergence of the neo-cortex 50,000 years ago [66]. He demonstrates how our neo-cortex (rational mind) short circuits when our sense of autonomy and our sense of relatedness are undermined and threatened, defaulting to our reactive limbic brain. ...
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This chapter discusses neuroscience and leadership and the necessity of brain understanding. Neuroscience's fundamentals are used in leadership research. The chapter examines how the brain affects leadership behaviour, focusing on the hippocampus, prefrontal cortex, and amygdala's roles in memory, emotion, and decision-making. These areas support leadership processes neurally. The chapter then examines neuroplasticity and how it affects leadership. Leadership skill development requires ongoing personal growth and learning. Stress must be addressed when using neuroscience in leadership development. The chapter examines the neurobiological impacts of chronic stress and suggests ways leaders may manage stress, improve decision-making, and develop resilience. Through neuroscience, the chapter examines empathy and social intelligence in leadership and its origins in the brain's mirror neuron system. Understanding this neurological association helps one understand emotional intelligence in leadership.
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Thesis
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Violence and aggression are highly complex problems in mental health care facilities; thus, multi-faceted conflict-reduction strategies are required to mitigate and reduce violence. Safewards is an evidence-informed model aimed at preventing events that have the capacity to trigger aggression and violence. Effectiveness studies of the implementation of Safewards have shown mixed results, including that implementation strategies failed to engage staff and fidelity was low. The objective of this study was to examine the effectiveness of implementing the Safewards model with an approach that embedded co-creation principles in the staff training. Overall, results showed high staff engagement. The average rate of attendance at the classroom-based, staff champion training (n = 108) was 79% (SD = 23). Additionally, online training modules were available to all staff and were completed by 238 of 259 forensic program staff (92%). Overall, staff perceived co-creation to be a positive strategy; staff liked being asked to be involved in the planning, felt that their voices were heard, and believed that it contributed to the success of the Safewards implementation. This study showed that the inclusion of co-creation principles in the implementation strategy enhanced staff adherence to the Safewards model as demonstrated by the high fidelity scores, and effectively led to increased buy-in and engagement of staff.
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This article proposes the incorporation of learning science into the programming and operation of public libraries. Learning science, a multidisciplinary field spanning cognitive science, psychology, neuroscience, economics, anthropology, and linguistics, has identified proven methods for enhancing learning at any age. The article highlights some of the tools and insights that are most relevant to libraries in their role as centers for informal learning. © 2018, Published with license by Taylor & Francis
Conference Paper
Situations repeat in every organisation. While some of them may constitute a reassuring structure, others may constitute an irritating obstacle in daily routine. Repeating situations may emerge quickly or slowly, they may be stable over time or volatile, and they may have minor or major consequences within an organisation. Either way, they are likely to affect each and every person within an organisation in one way or another. This raises the question if, in turn, one may influence repeating situations by adequate means. In this work, we try to provide such means and propose three management stances that constitute an approach to address repeating situations. We provide examples of use and mention their limits before codifying them into a pattern format as it is used within the pattern community.
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Für die Gestaltung von Veränderungsprozessen verändern sich die Kontextbedingungen radikal. Das Akronym V. U. C. A. beschreibt diese Bedingungen, unter denen mittel- und langfristige Planung kaum noch auf der Basis von Erfahrungswissen stattfinden kann. Ungewissheit, Veränderung und Geschwindigkeit tangieren jedoch gleich mehrere menschliche Grundbedürfnisse; sie auch in Unternehmen explizit zu beachten, hat sich zu einem erfolgskritischen Faktor bei Veränderungsprozessen entwickelt. Dies wird bereits konsequent von sog. Neuroleadership-Ansätzen aufgegriffen. Aus hypnosystemischer Sicht handelt es sich um einen unerlässlichen Erfolgsfaktor, einen Diskurs in Management und Führung hierarchieübergreifend über die Zusammenhänge von wissenschaftlichen, neurobiologischen und psychologischen Erkenntnissen und Unternehmenssteuerung einzuführen. Es ist entscheidend, inwieweit sich die wissenschaftlich etablierten Grundannahmen auf das Grundverständnis von Unternehmern und Management übertragen lassen. Der vorprogrammierte Zielkonflikt: Erreichen des linear geplanten Betriebsergebnisses vs. einer sich zu keinem Zeitpunkt linear entwickelnden Veränderungslogik von Menschen und Unternehmen. Die sich automatisch ergebende Soll-Ist-Diskrepanz muss durch eine konsequente Anpassung auch der Steuerungsparameter, z. B. der betriebswirtschaftlichen Planung, idealerweise vermieden bzw. aufgefangen werden. Das verlangt ein Umdenken vor allem in den klassischen Managementdisziplinen. Agilität im Management heißt u. a. die Sicherheitszonen von linearer Planung und Controlling zu verlassen, der Intuition Raum zu geben und Führungs-Kraft zu entwickeln. Der hypnosystemische Ansatz bietet diverse Ansätze dafür, wie dieser grundlegende Wandel im Management erfolgreich gestaltet werden kann. Nun sind es nicht nur die Mitarbeiter und „die Organisation“, die sich verändern müssen. Der Schwerpunkt liegt in der Veränderungsbereitschaft und -kompetenz des oberen Managements. Sie stellt die größte Herausforderung der sich verändernden Kontextbedingungen dar.
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Column description. The Internet Resources column is designed to be a clearinghouse for free, online websites or apps; each column focuses on a theme relevant to current issues and trends in academic libraries and features resources selected to make the lives of public services librarians easier. Any comments about the column, including suggestions for themes or recommendations of web resources, can be directed to Melissa Mallon.
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Mrs Smith has come back to see me with a constellation of symptoms that, despite two referrals, we are no further forward to understanding. Her examination, bloods, and imaging are normal. She has no past history, rarely consults, and isn’t anxious. I call her in with trepidation, secretly hoping she will tell me the symptoms have vanished. A career in general practice will offer plenty of uncertainty. Our accessibility means disease is seen earlier, and therefore symptoms may be vaguer. Being generalists we will encounter ‘unknown unknowns’ more often than our specialist colleagues and feel vulnerable about our knowledge. Then to make it really difficult, many symptoms are medically unexplained. As medical science explains more, the unexplained becomes less satisfyingly acceptable, to doctor and patient. Doctors in training often …
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Neurowissenschaftliche Erkenntnisse für die Personalarbeit auf Mitarbeiter- und Organisationsebene sind bereits in folgenden Ansätzen aufgearbeitet worden: • Mitarbeiterebene: – Das SCARF-Modell nach Rock formuliert fünf Dimensionen, die eine Führungskraft für die Mitarbeiterführung beachten sollte (Status, Certainty, Autonomy, Relatedness, Fairness). Sein Modell basiert auf neurowissenschaftlichen Studien und Erfahrungen aus der Praxis. – Elger fasste neurowissenschaftliche Ergebnisse in Form von Handlungsempfehlungen in sieben Grundregeln des Neuroleaderships für Führungskräfte zusammen. Neben der Berücksichtigung des Belohnungssystems sind die Faktoren Fairness und Feedback, die Beeinflussung durch Vorinformationen, die Individualität des Gehirns und der dazugehörigen Erfahrungen sowie die Eigendynamik von Situationen zu beachten. – Für das Neurocoaching nach Rock und Page gilt es, ein Selbstbewusstsein zu entwickeln, das Verständnis über Veränderungen zu erlangen, das Wissen über den Ablauf von Entscheidungs- und Problemlösungsprozessen zu haben, Besonnenheit in Stresssituationen aufzuweisen und einen guten Umgang mit Mitmenschen aufzuzeigen. – Das Neurocoaching nach Pillay unterteilt das Gehirn in vier für Coaching relevante Bereiche: das denkende und fühlende Gehirn sowie das Handlungs- und Belohnungssystem und entwickelt für jeden Bereich entsprechende Handlungsempfehlungen. – Das Brain-Dominance-Modell nach Hermann ermittelt mit einem Selbsttest, welche Denk- und Verhaltensstile bei einem Menschen vorherrschen. Seine Einteilung beruht u. a. auf Erkenntnissen zu den zwei Gehirnhemisphären und dem limbischen System. • Organisationsebene: – Hüther stellt mit Supportive Leadership ein Konzept vor, das auf der Grundlage neurobiologischer Forschung Vorschläge macht, wie Mitarbeiter dabei unterstützt werden können, ihre Potenziale zu entwickeln. – Pillays Neurochange-Management-Ansatz kategorisiert das Gehirn in fünf verschiedene Systeme, die bei Veränderungen zusammenspielen und Widerstände und Erfolge erklären – Neurocoaching nach Schwartz et al. basiert auf einem Kreislauf, bei dem zunächst Änderungsbedarf erkannt werden muss, Reaktionsweisen anschließend umbewertet werden, eine Reflektion über Erwartungen und Werte des Wandels erfolgt, das Verhalten neu ausgerichtet und anschließend gefestigt wird – mit der ständigen Notwendigkeit, hinterfragt zu werden.
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Erfolgreiches Leadership bedeutet, dass sich die Mitarbeiter mit den Zielen des Unternehmens identifizieren. Die Mitarbeiter sind motiviert, sich für die unternehmerischen Ziele einzusetzen und erbringen Leistungen, die über die ursprünglichen Erwartungen hinausgehen. Gerade in einem Unternehmensumfeld, das durch viele Unwägbarkeiten gekennzeichnet ist, kann das zwangsläufig entstehende Vakuum nur durch motivierte und sich mit dem Unternehmen identifizierenden Mitarbeiter geschlossen werden. In diesem Beitrag werden die New-Leadership-Ansätze und das Neuroleadership erläutert, die die aktuellen Trends in der Leadership-Forschung darstellen.
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Effective anticipation is a fundamental characteristic of highly reliable organizations. In Rosen’s anticipatory theory of complex systems, all living systems and virtually all other complex systems require anticipatory models to maintain an organized state. This paper provides an overview of Rosen’s anticipatory theory of complex systems and presents a conceptual framework for applying this framework to improve safety and quality in healthcare. Organizational interventions based on this theory could include education of clinicians, patients, and families on how anticipatory complex systems function and improve safety in clinical environments, and systems interventions to promote optimal concordance between a team’s model of a clinical situation and the actual clinical situation. Enhanced general understandings of anticipatory complex systems and of their failure modes could help reduce communications failures that are a common cause of serious adverse events.
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