1. SCARF model — neuropsychology in team management
- What is the SCARF model and why is it worth knowing it?
Managing a team today is much more than setting goals and controlling the implementation of tasks. Managers are increasingly faced with challenges that do not arise from lack of competence or poor work organization, but from difficult emotions, lack of commitment or quiet resistance in the team. Where does frustration come from among employees, despite well-planned projects? Why do conflicts grow, although formally everything works? The answers to these questions are increasingly provided by neuropsychology.
One of the most effective tools for understanding and managing team dynamics is the SCARF model, developed by David Rock. It is based on studies of brain function and shows that people make decisions and respond to the work environment not only rationally, but above all emotionally — in accordance with needs rooted in biology and social psychology.
SCARF describes five key areas that determine our behavior and motivation in professional relationships:
- Status — the need to be valued and important
- Certainty — the need for predictability and understanding of tasks
- Autonomy — the need to influence and control one's work
- Relatedness — the need to belong and be part of a group
- Fairness — the need for equal and fair treatment
How to implement SCARF in a team?
The implementation of the SCARF model does not require an organizational revolution. It is a change in the style of communication, focused on meeting the psychological needs of the people who make up the team. Below you will find specific actions that you can apply in your daily work as a leader or manager.
- Create a space for expression of opinion (status and autonomy)
Teams function better when each of their members has a sense of influence in working together. The need for status is not just a desire for recognition — it is also an internal need to be treated with respect and as a conversation partner. Autonomy, on the other hand, gives the feeling that what we do is due to our decisions and not exclusively to imposed guidelines.
What can you do as a leader?
- Make sure everyone has space to speak at meetings — including introverts.
- Ask open-ended questions: “What do you think?” “How would you do that?”
- Encourage grassroots initiatives — even if they're not perfect, they support autonomy.
- Share decisiveness — let the team choose how to accomplish the task on their own, if there are no rigid guidelines.
- Organize regular meetings and clearly communicate goals - predictability and understanding of tasks
Lack of information is a source of stress. Uncertainty about the future of the project, the role in the team or the expectations of the leader can create tensions and block productivity. The need for predictability is one of the most important factors affecting a sense of psychological security.
What can you put into practice?
- Establish a rhythm of communication — e.g. Monday status meetings, quarterly summaries, Friday update.
- Clearly define your team's goals and priorities — and repeat them regularly.
- Share information early — for example, announce design or personnel changes in advance.
- Use task management tools (like Trello, Asana, ClickUp) so everyone knows where they're at.
- Support team culture and collaborative activities - build relationships
Belonging is one of the basic social needs — also in the workplace. Employees who feel part of a team are more likely to collaborate, be loyal, and share knowledge. Isolation, in turn, breeds mistrust and distance.
How can you build that as a leader?
- Create opportunities for informal meetings — joint breakfasts, online “morning coffees”,
- Engage teams in volunteering activities that not only integrate people, but help build brand affiliation and positively influence the image of the company. They allow the personal development of employees in the spirit of supporting the local community or environment.
- Introduce couples or small groups to work on tasks together — this is conducive to relationships.
- Celebrate team successes — even small ones: finished sprint, positive feedback from the customer.
- Take care of onboarding — new team members adapt faster if they feel welcome and cared for.
- Maintain transparency in the distribution of tasks and rewards - justice
People immediately sense the lack of equality — and react very strongly to it. Even if they are not directly harmed, the mere sight of injustice weakens trust in the leader and the organization as a whole. The need for honesty in treatment and reward is the basis of a healthy team.
How to act honestly and transparently?
- Clearly communicate the criteria for division of tasks, bonuses or promotions - why someone was selected.
- Try to keep your workload balanced — monitor it regularly.
- Collect feedback — ask if people feel treated fairly.
- Respond to “quiet voices” — if someone in the team feels excluded, don't wait for it to escalate into open conflict.
With the introduction of SCARF, you can systematically reduce tensions in the team, increase the level of commitment and, above all, act in advance before the crisis grows to the point of inflammation. It's a tool that combines KPIs with empathetic leadership — and that's why it works.
2. Storytelling — build trust through stories
Can conflict resolution be based on... stories? Yes — storytelling helps teams understand each other better and ease tensions by sharing experiences. When team members talk about their emotions, values or difficulties, empathy and trust begin to build. As the research of Paul Zak (neuroeconomist at Claremont Graduate University) shows, a well-told story:
- triggers oxytocin — a neurotransmitter responsible for empathy and trust,
- reduces emotional resistance,
- It promotes pro-social decision making.
How does storytelling help in a crisis? In moments of conflict, tension or a drop in morale, the team often needs understanding and not just instructions. Storytelling can:
- reduce tension, because it gives emotions a safe outlet,
- help team members see each other — not just as “another participant in the conflict”, but as people with history, emotions, intentions,
- recall common goals, values and team identity that may be temporarily lost.
Application example:
Instead of starting a difficult meeting by “discussing problems,” start by asking:
“Can anyone tell us how he lived through this last difficult week? What was the most difficult thing for you? What helped me survive?”
Listening to stories from different points of view builds empathy and sometimes reveals previously unseen sources of tension (e.g. time pressure, feelings of exclusion, conflict of values).
How to use storytelling in a team?
- Introduce short “check-ins” at the beginning of team meetings, such as “What has given you satisfaction at work lately?” or “What was the biggest challenge for you?”
- Allow people to share stories of success and difficulties before frustration builds up.
- Instead of avoiding difficult topics, discuss them in the form of stories, such as: “What happened?” , “What have we learned?” , “What emotions went with it?”
This strengthens the resilience of the team and shows that failures are a natural part of development.
Train active listening
- Storytelling only works when the team feels they are truly being listened to — not judged. Use open-ended questions and inquire, avoid interrupting.
With this method, the team ceases to see itself as a collection of individuals and begins to function as a cohesive community, where each of its members has their own story based on their own experiences.
3. Facilitation — when is it worth reaching for support?
In difficult situations, it is worth considering facilitation — a process in which a neutral person supports the team in reaching an agreement.
It can be someone from the organization - an internal facilitator - knows the team and the realities of the company - can be perceived as a biased or professional external mediator - brings a fresh perspective and neutrality, but needs time to understand the context
What is Facilitation?
This process involves the group work of team members and allows:
- talk openly about problems without judging,
- listen to each other with respect,
- come to common conclusions and decisions, even in emotionally difficult situations.
Facilitation is based on active listening, asking questions that allow you to delve into the topic and understand the problem, and on moderating the conversation in such a way as not to interrupt the team's self-reflection process. This process acts not only as a management technique, but also as an element of building a culture of cooperation and trust.
How does facilitation help in crisis situations?
In a crisis, people often act impulsively, react emotionally, or withdraw, and Facilitation:
- slows down the reaction rate — allows you to reflect and understand emotions before moving on to action
- allows you to separate facts from emotions — in the case of conflicts, emotions are often intertwined with facts, facilitation allows you to separate one from the other,
- reduces polarization — each side feels heard and understood, which reduces the sense of the need to “fight”
- supports finding solutions together instead of blaming each other.
Application example:
Instead of “resolving the conflict between persons X and Y”, the leader may say:
“I would like us as a team to talk about how things have been going lately. What tensions do you notice? What could be behind them? What do you need to get along better?”
The facilitator (this can be a manager, HR or an outsider) does not suggest solutions — his job is to help people see the problem in a broader context, express emotions and come to common understandings.
How to apply facilitation in everyday work?
In difficult situations, the first step is to create a space for conversation. It is worth using a properly designed space, e.g. conference or training roomwhich will create a sense of openness and security. Make sure everyone has a chance to speak out — even if the emotions are strong. Say: “I would like everyone to say how they see the situation — no judgments, only from their own perspective.”
Effect: People feel listened to, which often defuses tension in itself.
- Separate facts from interpretations
In conflict, we often confuse facts with emotions. Help the team separate them. Instead of: “He is always late and does nothing,” ask: “When exactly did this happen? What were the consequences?”
Effect: The conversation moves from the level of emotions to the level of facts.
- Engage the team in the search for a solution
Instead of imposing a solution, ask, “What can we do together to prevent this situation from happening again?” This activates the team and introduces co-responsibility.
Effect: The team reaches conclusions together, which increases their durability and acceptance.
- Close the process with concrete
Facilitation can't just end with “talking about emotions.” Make sure that every difficult conversation ends with a concrete determination: what do we do, who is responsible for it, until when. You can write it down in a simple mail or in the system.
Effect: You give a sense of closure to the topic and create a framework for accountability.
- Ask for help from an external facilitator in difficult situations
When a conflict escalates, it's a good idea to invite someone from outside the team to professionally conduct a remedial meeting — with neutrality and attentiveness to emotions.
The key is to react early — the sooner you respond, the greater the chance of an effective solution.
summary
Team management is not just about planning tasks, but above all managing relationships, emotions and tensions. Crises are a natural part of organizational life, but they do not have to lead to chaos. With the SCARF model, storytelling and conscious facilitation, you can not only effectively resolve conflicts, but also strengthen your team and create lasting foundations for effective collaboration.
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