Managing with the brain in mind

Supervisory Training Series: Communication & Self Management
Kevin R.Thomas, Manager,Training & Development · Office of Human Resources · kevin.r.thomas@williams.edu · 413-597-3542
October, 2016
krt4@williams.edu
x3542
Training & Development Manager
Human Resources
Kevin Thomas
Managing with the Brain in Mind

1. Basic Principles
2. SCARF
3. Applications
4. Case Study
Agenda

• Social bonds key to
survival
• Social pain is equivalent to
physical pain
Basic Principles

• Threat response triggered
by potential for social pain
• “Amygdala hijack” –
threats lead to impairment
Basic Principles (cont’d)

• Social rewards increase
engagement.
• Toward emotions vs. away
emotions.
• Toward emotion +
mindfulness = capacity to
change
Basic Principles (cont’d)

• Status
• Certainty
• Autonomy
• Relatedness
• Fairness
Dimensions of Social Threats and
Rewards: SCARF

Dimension Threat Reward
Status Unfavorable
comparisons
Being less than
“Let me give you some
feedback.”
High status
“Good Job”
Certainty Ambiguity
Change
Familiarity
Predictability
Knowing what to do
Knowing what is going
on
Autonomy Micromanagement Choice
Latitude
Relatedness Loneliness, Rejection
Other is a “foe”
Inclusion, Team Building
Other is a friend
Fairness Sneakiness
Favoritism
Equity, even dealing
Mission of fairness
SCARF

• Being aware of impact of
behavior on social brain of
employees
• Recruiting the reward
centers of the brain to
increase performance and
engagement.
Applications for Managers

Case Study

Managing with the brain in mind

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