Everything we observe is subject to interpretation. We see the same things but differently. We are often reticent to talk about our emotions as we can feel vulnerable. Actions and results become core concerns when we care about them.
The SCART Model shown below was created by David Rock and is based on brain research. It seems that the brain reacts in the same way to negative emotions as it does to being starved. Researchers noted how a number of core concerns were stimulated by different emotional reactions.
The main human concerns are about status, certainty, autonomy, relatedness, and fairness. They could present us with threats that we want to get away from (freezing like a frightened hedgehog), or opportunities that we want to move towards (exploring like a curious octopus).
Consequently, we are either moving away from the threat of chaos to protect ourselves or moving towards an opportunity where we can reward ourselves. They are assessments based on the beliefs we hold about what is acceptable or satisfying to us.
If you’ve wondered about your own core concerns, you might like to complete a self-assessment at the NeuroLeadership Institute.
As you explore this model you will gain a better understanding of . . .
How you give yourself status and self-esteem in a group
How embracing uncertainty frees you from the myth of control
How to trust your assessments and value the insights gained from surprises.
How to take personal responsibility for your assumptions, assessments, and declarations
How to look for similarities, anomalies, and differences in situations and behaviour
How important authenticity and integrity are in securing quality relationships
1. Status
Status speaks to our sense of self-importance by comparing ourselves to others. We are constantly asking ourselves questions, about the respect others have for us compared with the respect we have for ourselves.
We make regular assessments of our status when we meet others and have conversations with them. For example, we compare the cars we drive, the holidays we take and the clothes we wear. We might do that by looking at our place in a hierarchy or how much impact we are having on other people’s opinions.
The way in which we compare ourselves to others can have adverse effects on our self-esteem and our relationships. We want to come across as a ‘winner’ because winning is the only thing that matters. Unfortunately, where there are winners there are losers. The impact this can have on relationships can be traumatic.
Another and perhaps more constructive way of looking at status lies in setting and achieving goals. By setting our own goals we create value for ourselves in the eyes of others. It’s hard not to compare ourselves to others, but when we do, rather than perceiving ourselves as a winner or loser, we might see ways of making offers and contributions to help others win to feel more valuable.
2. Certainty
No matter how much we might like to believe otherwise, uncertainty is an ever-present concern about the future. To reduce fear and anxiety we must embrace uncertainty with curiosity and wonder. The scientific method is one way we use to predict with a high level of probability, what will happen and by when. But we can never have complete certainty because new evidence is emerging all the time that was not anticipated.
The scientific method is one way we use to predict outcomes with a high level of probability, so we know what will happen where, when and how. But we can never have complete certainty because events we did not expect will emerge all the time.
There are two stances we can take in the face of our uncertain future. We can rail against it and crave certainty or we can embrace it. These two stances lead us down very different paths in the way we experience life.
When we crave certainty, need to know that when we do X we will get Y. We can plan and keep reviewing to make sure things are going as we want them to. It’s a myth to think we can control others, as appealing as it is. Fear may get compliance, but not complete control. The more we want certainty, the more we push for control over it and so eventually lose it.
Our circle of control is relatively small compared with the concerns over which we might like to have control. Despite all the effort that we put into seeking to create certainty, it is elusive. This tends to lead us into a mood of anxiety where we can feel that the worst might happen when things do not go as planned.
This is why we seek well-grounded assessments to secure a more balanced view of the past to seek to guide us into the future. The key distinction here can be seen in the difference between ‘controlling the future’ and ‘guiding ourselves through the future’. By accepting the uncertainty of the future, we can step into it with the expectation that the unknown provides both opportunity and threat. We can be open to the possibility that we may need to deal with the unexpected and be able to deal with it.
3. Autonomy
Autonomy is our capacity to produce, direct and author our life movie. It is linked to the linguistic action of scripting declarations, which appear as our choices, and give us the authority to take action. Autonomy also reflects a degree of independence and the right to choose for ourselves.
This need to produce our own life movie is linked to a need for control and certainty in an uncertain world. Control is seen as the ability to act on our decisions without the need for anyone’s approval. We may allow others to influence us and have an impact on their life movies. Some of us can seek certainty by trying to control others. However, this holds a trap in the damage it can do to our relationships. The need for independence will always give rise to tension with what others want.
Our story about our capacity to author our own life plays a significant role in how we create our self-story. It directly speaks to our validity as human beings. If others constantly seek to direct our life then it is difficult to see that we are capable of doing so ourselves. This often results in our sense of self then being diminished.
A strong need for autonomy, status, and certainty is often a key motivator for those seeking leadership roles. However, the extent to which these needs compare to the needs of relatedness and fairness will show up in the style of the leader. When one or more of autonomy, status or certainty is too predominant in a leader we are likely to find an aggressive leadership style that diminishes any constructive behaviour. In all aspects of life, there is a need for balance.
4. Relatedness
We are social beings, living in a relationship with other people and things. We need to connect with our outer world to survive and fully experience what it means to be alive. How we relate to authority is a feature of relatedness that revolves around leadership and followership. Who do we trust and who are we suspicious of? This distinction is increasingly relevant in a world that seeks to blame others for their misjudgements. There is a “them and us” dimension to life in communities and organisations that sow the seeds for conflict.
One way of enhancing our relatedness is through interpersonal communication and personal growth. Personal growth involves accepting and appreciating others’ perspectives. As we grow, we feel part of and are grateful to be sharing our humanity. To do this requires us to see those who may have different cultures, appearances or backgrounds to be ‘legitimate others’. This does not mean we have to like the way other people are, just to appreciate what is authentic for them. As Stephen Covey argues, we should seek first to understand before. In doing this, we can seek to understand before discounting “them” as not being like “us”.
5. Fairness
We all want to be treated the same as others, in a way that enhances our self-esteem. The core concern of fairness shows up when we are being treated unfairly, and not respected.
We can focus on fairness as it applies to ourselves or the unfairness we observe in society generally. We are witnessing a greater sense of concern in many communities with a lack of fairness in income distribution, health and welfare services, access to housing and education, etc. There is an ever-widening gap between the “haves” and “have-nots” and feelings of inequality. The rise of populism in politics around the world is a testament to these feelings of unfairness and the demand for honest conversations and political action to address the challenges.
Now What can you do?
When observing someone’s Way of Being (their language, mood and body) you can gain insights into how they relate to themselves and prefer to deal with others.
When you are next observing how colleagues conduct themselves in a meeting or interview, print off this checklist to remind you to notice . . . .
STATUS – Does this person feel important, recognised or needed by others?
CERTAINTY – Does his person feel confident that they know what’s ahead, and that they can predict the future with reasonable certainty?
AUTONOMY – Does this person feel like they have control of their life, and their work, and wishes to show initiative?
RELATEDNESS – Does this person feel like they belong? Do they feel a sense of relatedness? Do they trust the group to look after them?
FAIRNESS – Does this person feel like they are being treated fairly? Do they feel they are being listened to and given a chance to explain themselves?