David Rock on 360 assessments and SCARF 360 for developing leaders
It was recently our pleasure to welcome Dr. David Rock to the Qualtrics office where he shared some innovative concepts from his book "Your Brain at Work."
His thoughts both inspired and left us wanting more.
David coined the term ‘NeuroLeadership’ and co-founded the NeuroLeadership Institute, a global initiative bringing neuroscientists and leadership experts together to build a new science for leadership development.
David has been using the Qualtrics 360 assessment suite as the platform for his innovative approach to 360 assessments.
In this interview, David gives insights into understanding the brain, effectively developing leaders, and his innovative SCARF 360 model for assessments.
1. Can you give an overview of the type of 360 Assessments you're doing?
We are building a new approach to developing leaders through understanding the brain, drawing on the thousands of studies emerging from neuroscience labs about decision making, emotional regulation, collaboration and facilitating change.
One of the big models we developed is called the SCARF model.
The SCARF model provides an easy way to remember and therefore act upon the social triggers that generate toward and away (eg threat or reward) responses in the brain.
The outcome of the SCARF360 is a detailed report that looks at how well you meet the social needs of those around you. The optimum result is that your team, peers and supervisor all experience social interactions with you in a rewarding way.
2. Why is it called the SCARF360?
The assessment focuses in on one of the five domains of the SCARF model:
The tool is a 360-degree assessment as it looks at your self evaluation in comparison to key groups you work with such as your manager, direct report and peers.
3. How did you get your competencies validated? How was the research conducted?
The SCARF model is a summary of important discoveries from neuroscience about the way people interact socially.
The model was developed from 4 years of research with 30 neuroscientists, and was first published in a peer-reviewed publication called 'The NeuroLeadership Journal', and then in his book 'Your Brain at Work' (Harper Collins, 2006).
The 360 assessment model is built on three central ideas:
- First, the brain treats many social threats and rewards with the same intensity as physical threats and rewards.
- Second, the capacity to make decisions, solve problems and collaborate with others is generally reduced by a threat response and increased under a reward response.
- Third, the threat response is more intense and more common and often needs to be carefully minimized in social interactions.
The model is made up of Status, Certainty, Autonomy, Relatedness and Fairness.
These five domains have been shown in many studies to activate the same reward circuitry that physical rewards activate, like money, and the same threat circuitry that physical threats, like pain, activate.
Understanding that these five domains are primary needs, helps individuals and leaders better navigate the social world in the workplace (1).
The tool itself is still undergoing validation and reliability testing.
4. What does validated mean?
That the SCARF360 does what it says it will do!
This is being tested in a range of research projects with our NeuroLeadership Institute post-graduate students and other client organisations.
We are also testing reliability with people re-taking the assessment several times to ensure the results are consistent.
5. Can you explain your different competencies?
Summary of the five domains:
6. What makes your model unique?
The SCARF360 is unique in its ability to not only give feedback on how your current behaviour impacts performance and engagement in the people around you, but the model itself is powerfully embedded in your brain for future reference.
The SCARF360 has the capacity to create long-term behavioural change.
7. How do you take your feedback and put it into action?
With an individual debrief session with a Results Certified Coach.
Can be one stand-alone debrief session to help understand and interpret your report, along with some specific actions to take. Or it can be three or more sessions to help embed the new behaviors.
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