Relationships That Work!
Neuroleadership - The Neuroscience of Collaboration
Why this topic?
What do I do?
•Dopamine 
•Cortisol 
What is Neuroleadership
The Neuroscience of:
• Making decisions and solving problems
• Staying cool under pressure
• Collaborating with others
• Facilitating change
In a nutshell…..
Bringing hard science to the
art of human performance.
(leadership development, coaching, change management and learning)
David
From David Rock, Neuroleadership Institute
Understanding the Brain
• A hand model of the brain from Dr. Dan Siegel
• http://www.youtube.com/watch?v=DD-lfP1FBFk
Neuroscience – The Four Key Elements
1. Neuroplasticity – the ability of the brain to
change
2. Long-term potentiation – focus and attention
to change
3. Minimize danger and maximize reward – the
organizing principle of the brain
4. The deeply social brain - SCARF
The organizing principle of the brain
• Neuroscientist Evian Gordon, in one of the latest meta analyses of brain research in the world, proposes that the
organizing principle of the brain is the minimize danger and
maximize reward. (Gordon, 2008)
• The basis for this belief is the extensive literature emerging
about the reward/threat response (e.g. Elliot , 2008)
• For example, the neural basis of engagement is closely
linked to the threat/reward function.
The Organizing Principle of the Brain
Away
Threat
Fast Acting
Stronger
Longer Lasting
More Likely
Adrenaline Up
Dopamine Down
Toward
Reward
Slower Acting
Milder
Shorter
Less Common
Adrenaline a little up
Dopamine Up
The Organizing Principle of the Brain
Away
Threat
Minimize danger
Disengaged
Uncertainty
Problem focused
Avoid
Contract
Dislike
Tunnel Vision
Toward
Reward
Maximize reward
Engaged
Interest
Solution focused
Approach
Extend
Like
Global View
Exercise
• Think back over the past week, and connect with what is a
typical day for you
• Find a partner now, and discuss what situations put you in an
away or a toward state
The deeply social brain….
Social Pain = Physical Pain
Eisenberger/Lieberman, Social Pain Physical Pain Overlap Theory, SPOT
The SCARF Model
Away
Threat
David Rock, 2008
Toward
Reward
Status
Certainty
Autonomy
Relatedness
Fairness
SCARF domains in more detail…
Status
• Your perception of your position,
relative to another person
SCARF domains in more detail…
Certainty
• The brain is a prediction machine.
• Uncertainty arouses the limbic system
SCARF domains in more detail…
Autonomy
• The brain likes to be able to predict
and have a say in the future.
• A feeling of having a choice
dramatically impacts stress levels.
SCARF domains in more detail…
Relatedness
• Friend or Foe
• Trust of distrust
• Connect or don’t connect
Foe is the default
SCARF domains in more detail…
Fairness
• Brain regions associated with primary
rewards - food, pleasant touch or
pleasant memories, money, a picture of
a loved one – those same regions were
active when people received fair offers
compared to unfair offers of equal level
SCARF Exercise
• Thinking about a current work situations or change process
you’re involved in, how might the SCARF Model affect how
you’re managing that process/situation?
• What might you do differently now?
Implications of SCARF
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Engagement
Leadership Practices
Organizational Change
Motivations
Incentives
Managing Performance
Teams & Collaboration
The Elephant in the Room
Benefits of a Neuroleadership approach
• Bringing hard science to the art of
human performance
– Academic approach
– Research based evidence
How to Reach Me
Jackie Lauer
www.heartofculture.com
jackie@heartofculture.com
519-502-7081
@jackielauer