Relationship Matters

Ep.18 Neuroscience and Teams

October 27, 2021 CRR Global Season 3 Episode 18
Relationship Matters
Ep.18 Neuroscience and Teams
Show Notes Transcript

In this episode, Floyd Carlson is back on the show talking about Neuroscience and Teams. This is the second installment of a two-part special, focusing on neuroscience and what it can teach us about relationship. In Part 2, Floyd focused specifically on teams and looking at what the latest neuroscience research can teach us about our work with teams.  Across the episode, Katie and Floyd discuss a variety of topics including David Rock’s SCARF Model and the five domains of human social experience (status, certainty, autonomy, relatedness, and fairness), leadership as a role that belongs to the system and updating our group behavioral patterns in service of creating resilient and resourceful teams. If you haven't listened to part 1, we'd highly recommend checking out Neuroscience & Relationship.

Floyd Carlson is a Front of the Room Leader for CRR Global who focuses on leaders, teams and bringing the best out of individuals based on company and individual objectives. Floyd has more than 30 years of business and military experience which he combines with his coaching, training, and organizational development to help leaders achieve professional and personal goals in alignment with company needs.


For over 18 years, CRR Global has accompanied leaders, teams, and practitioners on their journey to build stronger relationships by focusing on the relationship itself, not only the individuals occupying it. This leads to a community of changemakers around the world. Supported by a global network of Faculty and Partners, we connect, inspire, and equip change agents to shift systems, one relationship at a time

We believe Relationship Matters, from humanity to nature, to the larger whole.

Relationship Matters Season 3 Episode 18

 

Key 

 

KC – Katie Churchman 

FC – Floyd Carlson

 

[Intro 00:00 – 00:06] 

 

KC – Hello and welcome back to the Relationship Matters podcast, we believe relationship matters from humanity to nature to the larger whole. I’m your host, Katie Churchman, and in this episode I’m talking with Floyd Carlson. This is the second part in our conversation around neuroscience and what it can teach us about relationship. In part two, we’re focusing specifically on teams and looking at what the latest neuroscience research can teach us about our work with teams. We discuss a variety of topics including David Rock’s SCARF Model and the five domains of human social experience - status, certainty, autonomy, relatedness, and fairness, leadership as a role that belongs to the system and updating our group behavioral patterns in service of creating resilient and resourceful teams. Floyd Carlson a Front of the Room Leader for CRR Global who focuses on leaders, teams and bringing the best out of individuals based on company and individual objectives. Floyd has more than 30 years of business and military experience which he combines with his coaching, training, and organizational development to help leaders achieve professional and personal goals in alignment with company needs. So without further ado I bring you the brilliant Floyd Carlson. 

 

KC – Floyd, welcome back to the Relationship Matters podcast. 

 

FC – Katie, glad to be here. 

 

KC – So, we’re building off our last episode together by taking our neuroscience discussion from the self as a coach perhaps or a leader, to how neuroscience can inform us in regards to teams and those wider systems. 

 

FC – Yeah, it’s an exciting area and as we talked about last time, it’s really expansive. Kind of, to start off, I’m really curious to ask you the same question as… I’ve been doing some research, so if I do a second book it’s going to be about conscious teams and where I’m really curious is when individuals have been part of teams, I ask, you know, when you think back on all the teams you’ve been in, how many teams did you really feel like you were connected, you belonged, you had that personal safety, that emotional safety, you felt you could be your best with that group of individuals, and also that the generated you to be your best, you were like in flow state with others. I’ll share what others have told me but I’m kind of curious, what comes up for you? 

 

KC – It’s that kind of creative space where you kind of lose track of time when you’re with these people. I’ve got quite a few examples of these teams in my life and it’s that sort of back and forward creativity that just builds off one idea, not one idea and then another idea, it’s like a constant improvisation, almost, together. And I sometimes find that on these podcasts, it’s like a build. Particularly with you Floyd, we’re just constantly building on the previous idea and making it up and dancing in the moment with what’s emerging. 

 

FC – Yeah. And when you can be in teams and have that feeling and feel that safety physically and emotionally look at the opportunity. Just seeing you come alive talking about those moments, when you’re able to be at your best. Typically what I fear when I ask this question is it kind of stuns me in a way and then kind of not in a way, and what I mean by that is I hear someone will say oh I was on this team one time and I had that, and it’s normally a sports setting and it was when they were in Junior High or High School and it was only for a short period. And then I’m sitting here going gosh, you know, there’s so many teams we’re part of where there’s just a really meh type of experience. Or I’m in a team by name but I don’t feel like I’m in a team by name. You know, I get very curious around that. And so when we talk about neuroscience and in the last session we really got into some of those things around the body budgets, the prediction, self-regulating and how that can help us, and all those are also things we can do with the teams systems and plans that we’re working with. How do we take some of these concepts to really help teams build this safety and one of the models I’d just like to recap on because I introduced but didn’t really go deeply enough into it last time is from David Rock and it’s called the SCARF Model. And what he talks about is research tells us that our social needs are treated in much the same way to the brain as food and water. And the SCARF Model which I’ll identify, you know, define real quickly here, summarizes these into basically we have these things, these factors that either can create a threat for us or they can also create a reward for us, and so he highlights using the acronym of SCARF: the first thing is status and what this means is less than or better than others. The second one is certainty, the ability to predict outcomes, do I understand what is coming? The third one is autonomy which is a sense control and then relayed in this is am I in the group or am I out of the group? And then fairness, this perception of a fair exchange. Now what’s important about this, also as a side note, go to the Neuro Leadership Institute which he has founded, their website, you can actually take the assessment and find out which one out of those give your particular one that you have more focus on in your relationships. So taking this into how do we as system coaches and take this into account we start looking for where is this showing up in the systems that we’re working with? For example, I have a couple of things here to kind of take you through and I’d love to also see what you come up with. You know, if we look at status, when we’re working with a system there’s those things where if something is said in a time, like if all of a sudden I’m criticized or I’m called out in front of others we have this feeling that my status has just been degraded, you know, our brain is scanning, is my status being protected or is my status not being protected? So when we think about things that we can help our clients do is giving praise, acknowledgement, those actively living their values and care and concern for one another, those are things that creates that rewards state. So let me bring you in on this, so when you think of status, just from that particular one, what comes up for you when you think about some of the systems? Or maybe you’ve seen this play out or not? 

 

KC – Yes, I think about that more traditional top down leadership model and how there’s a sense or desire for leadership being scared and yet the setup doesn’t allow for it. So you’ve got sort of on one hand people looking up and on the other hand people saying what they should do or telling them off in some instances and you can see why it sometimes doesn’t lead teams and the individuals in the teams to thrive because there’s not a sense of shared leadership, ultimately. But also that status isn’t shared, it’s very much whoever is at the top of the food chain has the status and everyone else has to sort of look up to that person. 

 

FC – Well that reminds me because I’ve just listened to this season’s fourth episode where you had Linda Berlot talk about rank and privilege, and also relationships and this is part of the system so how do we bring awareness to it? You know, that this is actually happening in the systems that we’re working with. The second one around certainty, an example here is anytime we can share what is coming, talk about the change, the rational for a change we’re going to do, and you know, in our program we talk about, in ORSC, those conditions for change. And that, as we know what’s happening and we have a voice in it, those things helps to build this certainty. So if we put a team in front of us, a system or a couple, and certainty’s important, knowing this gives us an opportunity to come from to be able to help support them. The next one, autonomy, is giving people the latitude to make choice and how can, and how they can do their work. So when you think of autonomy in some of the systems that you work with, what would be one of those reward type scenarios that you could imagine, could actually help people feel like wow, I have a say here, I have autonomy in how I do my work. What comes up for you? 

 

KC – The word empowerment comes to mine when I think about autonomy and it does sort of share leadership more within teams and I think it gives people a sense of pride around the work, when they feel like they’re getting to decide and feel important for a certain part of perhaps a bigger project. I think it really does help to empower people and then as a result, the system itself feels empowered and connected because they feel trusted at an individual and systemic level. 

 

FC – Yeah, really love what you’re highlighting there, what a great example. And one of the things you mentioned that I was picking up on is we talk about leadership as being a role. It’s shared amongst the team and this is such a new concept for a leader to get around. If leadership is shared it’s not just me and how do I bring others in, just think, as I bring and I expand to bring more people in, and we as system coaches are helping teams to do this, that empowerment’s there and they feel that autonomy. Again, these are things that are helping them to feel safe so they can be at their best. The next one is relatedness. You know, and here there’s a lot of stuff about am I in group or am I out of group? You know, so in meetings we’re focusing on the social and the relationship connection, not just focusing in on a task, so that’s one of those things that we can help teams do. Very interesting with this one also, as I was reading some of David Rock’s work, you know, imagine when we’re throwing people together. Immediately we’re looking to see if people are friend or foes. And we all come with our own biases and if you remember last time we were talking about prediction, so it could be something and then I start predicting well this person isn’t necessarily a friend, so just throwing people together for the first time, just thinking they’re going to produce and be effective, isn’t necessarily going to have the impact so we have to take this into account – how do we build the connection? How do we build how they want to be together? And this is where the ORSC tools and our competencies and our skills come in, apply. I always think the designed alliance is bringing people together, is hearing all the voices, you know one of our competencies is helping to create deep democracy, hearing from everybody. As they start to connect we make that, those relationships, that connectedness starts to happen. Now the foundation is there. Marita, in one of her blogs, she talks about you know the feeling of belonging and how important it is. Also from the neuroscience what we have seen is that the same places light up in the brain around now belonging to something as physical pain. So it has an impact and us knowing that if somebody doesn’t feel like they’re part of something and they’re always on the outside, that is going to have such an impact on them and their performance as part of that system, part of that team, part of that relationship. Again, so bringing in this awareness of what neuroscience helps us to be able to do allows us to be looking for this. And also we can do some education with our clients on this. The last one is around fairness and this is being transparent, it’s sharing information, it’s basically holding that everybody is being treated equally. Again, coming into thinking about rank and privilege, as a matter of a fact it’s a model, it’s a portion we’ve added to our system integration course because this is so important and we’re going to find this when we work with systems. So I just want to start off with that model because that gives us a starting point or a place where as we work with systems having some knowledge about these different pieces helps us to help those leaders, help those teams. So I’m curious, what’s coming up for you when you think about, you know, what we talked about so far? 

 

KC – It feels foundational and I think coming into this call my experience being on a team isn’t everyone’s experience and when you mentioned how a lot of people, they’re part of this “team” in adverted commas but it doesn’t feel like that and maybe they can’t quite put their finger on what or why, why that’s the case, and you can sort of see how these factors, the SCARF Model, can sort of undermine all the work that happens on top because if that sort of psychological trust and safety, isn’t there, through these elements, then it’s going to be really hard to be productive, positive and collaborative and show up as our best selves on that team. 

 

FC – Yeah. Thank you so much for highlighting that. I also saw one of our trained practitioners, they used the SCARF model with a team where they put it imagined in the center of the floor or virtually on the virtual carpet and kind of like what we do when we do our team toxins exercise, you know, where is your go-to area? And what that started to do is show within that system - you know, what we’re doing is revealing the system, holding the mirror up – it showed that quite a few of them were in certainty. Quite a few of them were in fairness. So what does that mean to this team, to this system, when this is showing up? And what that allows us to be able to do is we can add that then to their design alliance – how do you then want to be together? So this also becomes not only a tool for us to know about these five elements and what is the thing that’s driving the threat and what’s the thing that’s driving potential reward, it’s also a possibility to have in the system itself. Play with it and experience and then be able to design. Gosh, if we know this, if I know that a certain amount of the team always has to have this kind of a view of certainty, of where we’re going, how do we make sure that we’re, with our communication, talking about hey, here’s where we’re going, because imagine if I take that threat away, how now that person can be more themselves and we want them to bring their best to the system and the team. 

 

KC – Would you say, because I’m guessing we favor some of the elements of the SCARF Model over others, but would you say we need all of these in play to be a healthy, thriving team? 

 

FC – We as an individual, we’re going to have our go-to ones and I definitely believe that yes, we as a team would have all these most likely in play. There’s something from David I’m going to read, this is a quote from him – “When leaders make people feel good about themselves, clearly communicate their expectations, give employers latitude to make decisions, support peoples efforts to build good relationship and treat the whole organization fairly it prompts a reward response.” So even in his quote there it talks about I as a leader and we can take that to we as a team by ensuring that all those elements are there, helps to set the conditions to help this team to be at their best, whatever they define that best to be. 

 

KC – It just makes me sort of think back to what you were saying in the last episode about the body budget and how if these sort of fundamental foundational things aren’t there it sort of takes us back to those instincts from the Savanah and we’re at fight or flight mode and not really showing up in our most intentional states that are going to best serve this system, and I guess as coaches it almost feels sort of essential really that we go in and have a sense of are these five things in play and actually which one is lacking because yeah, I feel like if these are strong it feels like everything else will be quite a lot easier, if these five things are in play. 

 

FC – Exactly, and I love the tie you’re making back to the body budget because if I’m spending resources because I’m constantly being triggered because one of these that’s important to me on this particular system or relationship I’m in is not there, it’s taking me too threat so that every time I go into a meeting and I feel sick. I was recently listening to a podcast called Work Life from Adam Grant, and they were talking about psychological safety and they were talking about a specific company before they had some horrific crashes, and when they did the investigation and went back they found that the working culture, people would go into meetings because they’d be called out all the time for not meeting the production schedule, they literally felt sick… 

 

KC – Gosh. 

 

FC – How can they be at their best if I’m feeling sick because I’m being called out and belittled? Which means if status is important to me, my status is being diminished every single time I’m there at work. You feel, you know, feeling nauseated to go into work – gosh. Talk about a toxic environment. So being able to see this and help those systems. And then again, this is the thing like awareness, you know, we talk about in our courses in and around things such as Gottman’s work. And Gottman’s work is yet again another thing we can bring into here as we’re catching people doing things that are supporting, hey, you know, you’re really achieving this. For example they’re doing the five to one positivity, or another one is they do a repair bid and a repair bid is when, you know, we’re out of relationship, say we just had a disagreement or something and say I’m trying to change the subject to say hey, Katie, did you see that article the other day on this? It’s a repair bid. And when we notice these we call these out as systems coaches for the intent of we’re helping try to educate the system. And what’s unique about this is here comes this concept called Neuroplasticity. Neuroplasticity is the fires together wires together, basically, which means as we’re building these new connections in our brains, those connections are starting to get formed and as they get formed guess what? Now that’s where we’re learning and we’re creating our new habits. So are we in our old patterns? Or are we in these new patterns that we’re trying to build? And the thing is these new connections need, you know, repetition to be built stronger. So, imagine, you know, if we’re seeing something here in a system, so say if something around status, and we want too, you know, this is the way it’s always been. So this is what they’re so used too, that neuropathway has been created. Neuroplasticity is what is the new behavior that we can support them in building this new habit, this new way of being that’s actually how we want to be going forward and then reenforcing it. So it’s like when we’re first trying something we need that reinforcement and the more it gets reenforced, guess what, the more it starts making that new connection. And as we talked about last time that updates our predictions cycle. Because it used to be, if you go into that review with my leader and be like oh I’m feeling bad three months in advance, nah I’m going in because there’s a different thing here so that prediction cycle is being updated and I’m building a new connection. Let me see what’s coming up for you when we talk about Neuroplasticity.

 

KC – Oh I love this stuff, this is where I really geek out. I think Neuroplasticity is such new research and I think that’s why it’s so exciting, but I think it was for many of us game changing when we had science sort of showing us that we can change at any age! Fine, obviously babies are building way more of these neuropathways as they learn and you see that in the everyday, but we also as adults can change and I think it gets really exciting when you think about it as a coach because we do get locked into, I think, our sense of self, who we are, and having that sense of choice that is proven by science, that we can update this pattern, we can update this limiting belief, I think that’s really exciting and I think the more science around this the more we’ll sort of have a sense of we can chose to change, it’s not easy but we can! 

 

FC – Exactly! People would be thinking gosh, you know, there’s a certain age and this is how fast things are going. There’s these thoughts of once you hit a certain period you don’t learn anything new. That is not correct. People, you know, regardless of your age continue to build more connections and as we talked about last time, the more new things based on what I read, based on what I watch, all adds to that prediction cycle which leads too I’m creating the emotions. And for this particular thing we’re talking about, this is, how do we build the habits that this team is really wanting to have? How do they want to be together? And it’s all for this creating a safety, it’s creating this inclusion because the impacts of not feeling part of something for such a social, you know, creature, is so impactful and powerful. You know, when we come out and it’s based on us being, as soon as we’re born we rely on others to manage our body budgets, so right out of the womb we’re in connection with others, it’s so important for us as a species. And this again gives us another one of those tools to help us. 

 

KC – Yeah, I’m going to go further and say I think this stuff can be life changing and life saving because when we’re in those stress states where the body doesn’t know any different, it feels like it’s being attacked, it feels like it’s a life or death situation – even though it’s not, it’s an email you haven’t replied too or a call you missed because you were dealing with your kids – whatever it is there’s a sense in the body that it’s life or death and the body doesn’t know any different and that’s why I feel like these five, five elements are foundational, not just to our teams in the workplace but also to our wellbeing in the work place. 

 

FC – Oh, absolutely. And to build on this, a couple of other items I want to bring into this discussion is there’s a real power in metaphor. In our work we talk about the three levels of reality, we have essence which is a feeling, it’s also where metaphor lives, we have dreaming, you know, dreaming into what’s possible and then we have consensus reality and a lot of times the systems we can enter and work with are really into that consensus reality. Yet, when we start asking the question what is the, what do people say around what’s going on here in this system, you know, what is the metaphor? Recently, a system I was working for they said wow, you know, it’s like we’re building an aircraft before we fly. And then we start getting into so what’s the impact that that has? And all of a sudden all of this information started to come out. But we live in metaphor. Metaphor is such a powerful aspect. And here’s the science behind it. So first of all, the right hemisphere is where that first image comes in and its image based. Also we have such a large portion of our brain is focused on visual processing. So we’re wired for story, we’re wired for these metaphors, so when it comes in, it first comes in through this right hemisphere where we pick up this information before the left hemisphere adds words to it. So there’s a lot of power with metaphor. So let’s listen for what are the cliches that this team or this relationship I’m working with this system has? And in this particular one, as they said, they’re talking about we’re building a plane before we fly it and we start to work with it to say what’s the impact that that’s having, and all of a sudden we start to see what that has because they’re living in that. So knowing this and using this as an opportunity, what is the metaphor that they actually want to be living in? And when I say this it’s not like, you know, this pie in the sky unrealistic. It’s what’s something that’s realistic. This is actually then quite powerful for them and some of this information I’m talking about comes from the book Metaphors We Live By by Georgfe Lakoff and Mark Johnson. And so they talk about see where this can go, and let me give you an example on this. This kind of comes from an article with the same name. So if we think of love as a physical force. There’s a spark at first sight. Or we look at love is a collaboration work of art, we need to work together. Each of these had a different experience. So when you just heard me mention that what was the experience you had of just those two different metaphors around the same thing around love. 

 

KC – It was like night and day, they were so different and I think it really makes me realize how limiting language can be because it depends on your experience and your preconceived ideas about what, perhaps love in that example, means. 

 

FC – Absolutely. It’s the same thing, if all of a sudden you start hearing it and people are mentioning, you know, I feel like I’m doing my time. I feel like I’m in cell. Imagine how they’re feeling when they’re talking like that, just by the fact of the language they’re using. And that then brings do I feel safe, do I feel like this is a place I can be my best? Is my body budget having a deposit or a withdrawal? So helping systems be aware of their language and the metaphors that they’re using can be a powerful tool for us as systems coaches. A new metaphor can truly change the way we think and just imagine what this can do with the systems that we’re working with. What comes up for you now when you think about… I know when I first learned it I was like geez, what’s all the metaphors that I’m living by? And I started to get curious and started actually writing those down and going well, what else do I want, what about yourself? 

 

KC – I love this because I’m thinking about a team that I’m working with right now and in the check in it was oh yeah, we’re good, we’re good, and it was not revealing all that much and I feel like going to metaphor reveals sort of intricacies that perhaps, around for example the SCARF model, that they wouldn’t necessarily air directly. And it’s a sort of softer, more subtle way of revealing really what’s going on under the surfaces. And it’s amazing that we all understand metaphor and we can connect lots of different metaphors in a way that sometimes words just don’t allow us too. 

 

FC – Yeah, another area still in its getting a lot of research and, who knows, in 10 years we’re going to have the instruments and learn so much more, it’s the power of embodiment. And in our work we’re always encouraging that, especially in our intelligence course, embodying the different experiences. And we have neurons in our heart, in our stomach, there’s new stuff that Lisa Feldman Barrett was talking about in the last chapter of How Emotions Are Made, there are things in our intestine that are impacting memory that they’re just now starting to try to see what is that connection. The point of this is we have so much information coming from our stomach and our heart going up into our brain, how do we use this also with our clients? Sometimes it’s like well I’m working with a group of cooperate people, are they really going to want to embody something? But there’s so much information there for them, not only as an individual, yet also as a system. So knowing that there’s this connection from the stomach to the heart to the brain, how do we also bring this into our clients? So, I remember one time, there was unfolding secret cells between two executives and I was so nervous going into it and yet what I saw happen when they did this and they started embodying this and creating how they wanted to bring this more to the relationship, that had such an impact to how they now were able to connect. So I was nervous because, again, I had in my mind maybe as I was making up the metaphor that this doesn’t work necessarily in a corporate world, so getting over, you know, crossing my own edge to be able to bring that. And when I did, what that helped my system, these two business leaders, to be able to do made a huge difference. So how about embodiment, how does that, where are you with your work with systems, I’m curious, what comes up? Or something you’ve tried that’s like wow, this is able to have an impact, this gave them information or supported what they tried to do? 

 

KC – Yeah, I always try and get them to move if there’s an exercise like say third entity. Even virtually, I always try and get them to move out of their seat. Because there’s something about that movement that’s powerful. But things like gestures, as well, so powerful and reveal so much more information and I think what you’re making me realize that as coaches we don’t necessarily have to intellectualize our way into conversations around the SCARF model and these elements that may or may not be showing up, we can get in through those different channels and find out the information, say, through the body’s intelligence. And it’s something that I think I go to, like a lot of people, I go to the intellectual, you know, how can we discuss this and what words might be used, but what about all those other resources that we’re missing like the body, like those gestures, like the tone of voice, there’s so many that offer a lot of insight. 

 

FC – Just hearing you speak about this continues too, every time I look at something in our work I just get more and more from it. Every time I read this and, you know, I’m seeing now the three levels of reality, even in the new light as I have been learning more about neuroscience. You know, how do I use the embodiment more, how do I use this metaphor? Since I’ve been more into essence, more into dreaming, and what can that do to support the systems I’m working with? And that’s hopefully what your listeners will be able to start thinking about is what’s an area that, hey, Katie and Floyd are talking about this, what’s something that I would like to try with the systems that I’m working at with the information of hey, there’s so much coming out from neuroscience, what’s something that I could use to help me work with the systems that I’m working with? And again, all the things we talked about in the last session are there too, you know, the helping our systems to be able to regulate, naming the emotion that’s there, all those things are things that they could try. 

 

KC – Yeah, there’s so much. I think also just having the sense, as well, as a coach, that science backs this up now. This isn’t pseudoscience, this is real, legit science and it speaks volumes for this work. And I think knowing that as a coach personally gives me confidence, going in with these tools that do sometimes feel edgy, particularly in the corporate space. 

 

FC – Also like where your highlighting, as I talk about the science with clients there’s something about there’s that leaning in, especially if you’re getting somebody, some of your clients, where they’re more on the analytical side, when you talk about it from the science aspect, why we’re doing what we’re doing as part of the context saying, I’m getting, where I might have felt resistance, I’m getting more of a buy in, it’s like oh wow, love hearing that, now hearing a little more eagerness to try this. So I find that that’s yet again another benefit. And actually one of the reasons I went down this path also, you know, of learning more about the science. 

 

KC – I could geek out all day with you Floyd, this is such a rich, fascinating conversation so thank you so much for bringing neuroscience both to the self and to this wider topic around teams, thank you. 

 

FC – Thank you Katie and I hope your listeners get as much out of this that I’m getting as I have this opportunity to talk to you and I learn more about it, so all the best to your listeners. 

 

KC – Thank you Floyd, take care. 

 

[Music outro begins 33:49] 

 

 KC  - A huge thanks to Floyd Carlson for that fascinating discussion around neuroscience and what the latest research can teach us about working with teams. Here are my key takeaways. Research tells us that our social needs are treated by the brain much the same way as food and water. David Rock’s SCARF Model involves five domains of human social experience: status, certainty, autonomy, relatedness and fairness. Here’s an overview of the SCARF model. S for status is about where you are in relation to others around you. C for certainty is the ability to predict outcomes. A for autonomy provides a sense of control over other events. R for relatedness is a sense of safety around others, a friend other than foe. And F for fairness is a perception of impartial and just exchanges between people. When leaders ensure that all conditions of the SCARF model are met, people work smarter and will be happier and healthier at work. To quote David Rock; “When leaders make people feel good about themselves, clearly communicate their expectations, give employers latitude to make decisions, support peoples efforts to build good relationships and treat the whole organization fairly it prompts a reward response.” Research around neuroplasticity tells us that the brain doesn’t become fixed as we age, we can create new neuropathways right into old age. Just think about the last time you learnt a new hobby or a language – your brain built a new neuropathway to support that new learning. With regards to teams how can we update our neuropathways to create new patterns of behaviors that will better support our social needs? To find out more about Floyd’s work do check out CRRGlobal.com. For over 18 years, CRR Global has accompanied leaders, teams, and practitioners on their journey to build stronger relationships by focusing on the relationship itself, not only the individuals occupying it. This leads to a community of changemakers around the world. Supported by a global network of Faculty and Partners, we connect, inspire, and equip change agents to shift systems, one relationship at a time. We believe Relationship Matters from humanity to nature to the larger whole.

 

[Outro 36:19 – end]