Zoom-Out

Tag: conflict

  • “Conflicting Truths” Zoom-Out

    “Conflicting Truths” Zoom-Out

    Seeing that statements that contradict each other could both be true.

    We derive different and unique perspectives from the
    same objective reality.

    Perspectives may be conflicting and indeed contradictory.
    Yet both may be valid truths.

    Let’s shine some more light on the subject.

    Some green light.

    Some red light.

    Both can be true!

    Let’s be mindful of thinking
    “I am correct so
    you are wrong!”
    It’s just possible that you both may be correct.

  • “SCARF Model” Zoom-Out

    “SCARF Model” Zoom-Out

    David Rock highlights five key social factors that drive people towards or away from something.

    Dr. David Rock is a consultant and coach that tapped into the latest findings in neuroscience on how our brains operate in work situations. He coined the term ‘Neuroleadership’ and is the Director of the NeuroLeadership Institute.

    In his book “Your Brain at Work” (2009), he introduces the SCARF model, representing five social domains that influence human behaviour:

    • Status: Our relative importance to others.
    • Certainty: The ability to predict the future.
    • Autonomy: A sense of choice and control over events.
    • Relatedness: Feeling safe with others, sensing social connections.
    • Fairness: Perception of fair connections and exchanges with others.

    Perspectives plays a powerful role in this model. Our brain processes perceived social threats and rewards with the same intensity as physical ones. For example:

    • Status: A compliment or a criticism can change our perceived status even though no physical change has occurred (e.g. job role or rank).
    • Certainty: People’s comfort level for uncertainty and ambiguity varies. Providing a vision or plan for the future will be received with varying degrees of enthusiasm.
    • Autonomy: Giving people choice and the extent to which people feel they have choice are two different things.
    • Relatedness: This too is subjective. People can feel lonely in a crowd. People can feel highly connected to people on the other side of the world, more so than people physically close to them. A communication interpreted in a way that is different to what was intended could undermine a sense of relatedness.
    • Fairness: Again, fairness is subjective. What seems fair to one person may seem unfair to another. Personal values and expectations can have a significant influence.

    Two ways in which we can apply this model are:

    1) Our behaviour:

    Noticing when we are drawn towards something (approach a perceived reward) or withdraw from something (avoid a perceived threat).

    2) Other’s behaviour:

    Noticing when others are drawn towards something (approach a perceived reward) or withdraw from something (avoid a perceived threat).

    In each situation, we can use the SCARF model to zoom-out on a person’s behaviour, including our own, and explore what may be driving it: Status, Certainty, Autonomy, Relatedness or Fairness?

    Here’s a summary from the man himself: