Welcome to part two of how to avoid the amygdala

hijack where we're looking at the scarf model. This is a model

which was created by David Rock of the neuro Leadership

Institute. Our brains are hardwired to detect threats and

keep us safe. And there are some things which are certain to

trigger our amygdala, to put a straight into a fight flight or

freeze stress soon. And once we're there, it's very difficult

to think straight, be empathetic and make good decisions. Now,

the scarf model articulates the things that make us feel

threatened. And also the things that make us feel a sense of

reward, which we actively seek out. In part one, we looked at

status, the s of the scarf model, and in this episode,

we're looking at the last four letters starting with the C. So

the C in the scarf model is about certainty. Turns out that

our brains like recurring patterns, it's much easier for

them, because I mean, we get so much information coming into our

brain all at once our brain has to make shortcuts, it has to

know what a cup or a knife feels like when you pick it up.

Because if suddenly, it turns into a blob of jelly, that's

going to be really, really difficult. It needs to know what

this bottle feels like when I pick it up. Because if it

suddenly started slithering away, I would think there's a

problem with this pattern. So having uncertainty about how

something's going to turn out, puts a lot of mental load on us.

And if there is an error in the pattern, then it's like a big

flashing warning light at us. So maybe someone's lying or acting

a bit. Oddly, we were going to be focusing on X, our brain does

not like uncertainty. Likewise, if we don't know what's expected

of us, if our role isn't very clear, if we're not sure what to

do to get things, right, that's going to be really, really

stressful, we're not going to like it, our threat response is

going to be triggered. And if there is a lot of uncertainty

around at the moment in health care, like funding, like

vaccination programs, like what's gonna happen next, like

are we going to be able to recruit and cover our work, all

those sorts of things. But if you can do whatever you can, to

take little steps, break projects down into the next

step, and communicate those so that people know as much as

possible. And so you are sure about what's going to happen.

Next, you might not be sure about what's going to be

happening in six months time. But actually, you've got the

next couple of months planned out, that will really, really

help you. So getting plans, getting strategies, and breaking

stuff down is very helpful when you're dealing with uncertainty.

And there are some other things that you can do personally, if

you find yourself triggered by uncertainty. So one of the

things is actually seeking clarity. If you're not entirely

sure what someone means, or someone expects this, can I just

check with that with you. So I know that I've got it right side

note, my family will always really laugh at that line in the

Lego movie where the guy says, I think I've got that. But just so

that I can make sure can you just go through it all again.

And we often use that line because so often we just not not

known and we don't really know what's going on. And we don't

seek clarity, or we don't really know what our role is. And we

don't write our own job description, and then check it

out with the person or we don't double check what the

instructions are. Maybe because we think that will reflect badly

on us. Maybe that's a status thing, I don't know. But the

more you can get clarity about what's expected about what's

needed, but your plans, your goals, you'll feel so much

better. Now, the A of the scarf model is all around autonomy.

And we know that control is such a big issue in stress. And in

the article about the scarf model, David Rock quits a paper

which shows that the degree of stress that somebody experiences

about a certain thing that has happened is directly

proportional to the amount of control they have over the

situation. So if something is inescapable, if it's been forced

on you, and you can't do anything about it, you can't

escape, you'll get very stressed, if something is seen

as escapable, then you won't get so stressed about it. And yeah,

I think about how stressed we can get when we feel a rotor has

been forced on us. And we've been forced to do some extra

work. Yes, maybe we've had a day with the children when we've

been very, very busy. But we're more in control over what we do,

we might have been even busier. But it's much less stressful

because we know we've had more choice in that. So it's when we

feel our choice has been taken away. So if you are experiencing

uncontrollable inescapable stresses that can be highly

destructive, and really, really trigger your threat response.

And so this is why it's so important to think about the

sound of power to think about what am I in control of in this

situation. In any situation that does seem uncontrollable or out

of your control. There will be choices there. And as soon as

you start to focus on what your choices are, the stress levels

will come down even if the choices aren't particularly

palatable. Because you're feeling in control. Your stress

levels will reduce and this is exactly why we see people

leaving highly paid very ill repressive careers and going to

do something where they have much more control of themselves.

Control is much more valuable to us than monetary rewards. So how

can we minimize this threat response? Well, firstly, do zone

of power. Whenever you feel stuck, work out what is in your

control. If you're talking to other people, if you're leading

a team, try not to micromanage them, try and give them as much

control as possible if necessary, give them a few

options and see which ones you want to do. We all know with

toddlers, it's much better to say right, are you going to eat

a piece of broccoli or some peas, rather than forcing them

to eat the broccoli, for example, and you can increase

your sense of reward around control, which your amygdala

brings us towards by actually using some power language,

saying, I am choosing to do this so that rather than thinking I

have to do this, or I ought to do this, it's, I am genuinely

choosing. Because of these consequences, I'm choosing to

stay behind at work today to keep that patient safe, or I'm

choosing to leave on time, because I want to pick up my

child from nursery for example, or I am choosing to leave on

time, because I have a big project that I need to work on

later. Or I am choosing to leave on time because that fitness

class I signed up to is incredibly important for my

physical and mental health. So if you can organize your own

workflows, take control over your hours, all those sorts of

things, it will be much better, you'll feel much more in

control. So we've done status, certainty, autonomy, the R

stands for Yes, you've guessed it, relatedness. Now, the need

for safe human contacts and connections is a basic human

driver. And our brains very, very quickly sift people into

Friend or Foe categories. This happens really quickly. And

David Rock talks about the fact that actually our thinking

circuits, when we think about people who aren't in our friend

categories are the same as our own thoughts. Whereas when

someone's in a foe category, we use different circuits. So no

wonder we're responding very, very differently to different

people, depending on how we've categorized them. And I don't

know about you, but I'm really, really bad at categorizing

people, at reading people and reading whether they are really

Friend or foe. And you know what, half the time, they're

probably neither, or I've miscategorized, or made

assumptions about somebody's behavior, because thinking

someone is a foe or a competitor, decreases our

empathy towards them. And we will start to make all sorts of

assumptions and become very defensive. Now the main hormone

involved in this is, of course, oxytocin. And they shown that

people who have a shot of oxytocin respond much, much

better to people in a group and much, much more collaborative.

And so very simple ways of increasing oxytocin, such as

shaking somebody's hand, giving someone a hug, or they perhaps

don't try that at work and making some small talk making

some connections finding out about their family will increase

the trust will increase the oxytocin will increase

collaboration and reduce the threat that you feel because

you'll be badging that person as a friend, not as a foe. And we

know that trust, psychological safety massively increases

performance in teams, so you can decrease your threats, at work

and at home. And in social situations, just by doing

whatever you can to get to know that person. You can also

increase your reward seeking behavior when it comes to

relatedness by improving your social connections at work.

Knowing that you have friends at work, and people that you can

connect with who really get you will make your working

environment feel much safer, for much less threatening and much

more rewarding. But how many of us actually take the time to try

and build up those relationships at work? We're so busy, aren't

we, we just put our heads down. And we just work as hard as

possible. So one really quick thing you can do is to take a

break, which will improve your performance anyway and go for a

coffee with someone and make that regular and put some effort

into it. So pay attention to your connections and do

everything you can for your brain to get somebody into that

friend category, as opposed to the foe category. When I was

growing up, there was a student called Steve who used to come

into our house to have a shower. And Steve's philosophy on life

was,

if you assume everybody's going to like you, they probably will.

I think what Steve was doing, was automatically putting

everybody into a friend category, which meant that he

responded much better sports and he was much more empathetic

towards someone. And then what happened. They saw him as a

friend, and of course they liked him. It's the very definition of

a self fulfilling prophecy. And finally, the F of the scarf

model is about fairness. Now, people who see unfairness,

experience and emotion a little bit like disgust in their brain,

people hate unfairness and this is pretty universal. In fact,

people value fairness so much that they will value something

that in increases the feeling of fairness more than they would

value a monetary reward. And if you see other people as being

unfair, then your empathy will diminish for them. And you'll

actually enjoy seeing them punished, bizarrely, so seeing

anything as unfair is a massive threat. And it's a massive

trigger for us. And of course, this is quite difficult to

control for ourselves, isn't it because often whether

something's fair or not, is way outside of our control. But

sometimes just changing the way that we're looking at things,

really understanding what's going on, and why the unfairness

is happening can be helpful, being really transparent in our

own behavior, about why we're doing things and communicating

stuff with other people so that they can see the reasons and the

logic behind things and being clear about expectations and

objectives. So you're not being unfair in the way that you're

treating people all can really help increase the fairness and,

and move you towards things as your amygdala looks for that

reward. So I've been talking about David Brooks scarf model,

which describes five factors that cause either a threat

response, or a reward response in our brains. And our brains

are hardwired to minimize threat, and seek out rewards. So

status, certainty, autonomy, relatedness and fairness. So

make sure that you think about that. When ever you yourself

feel threatened, you feel that you've been hijacked by your

amygdala in your in your stress zone. When you're analyzing

what's going on. Try and label it work out actually what's

going on here, which one of these has been threatened. And

if you notice, one of your colleagues is reacting badly.

See if you can label it there and act as a wise ally and maybe

help them label it too without obviously telling them what to

do. If you can reappraise it, it will be helpful. So if you find

you've lost a certain role, maybe because the fundings gone,

or someone else has replaced you, rather than focusing on the

status that you've lost, or that someone might be better than you

focus on the freedom that you gain from not having that role,

and the opportunity of being able to do something else.

Focusing on for example, I'm choosing to do this. So that

will help with stuff like autonomy, when you feel that

you're not in control of things. And when you're in those awkward

social situations at work rather than resenting it and thinking,

Oh, I'm so overwhelmed. I've got so much to reappraise that and

say, Actually, this is really good, because we are creating

relationships. I'm creating this friend connection with people.

So we're going to have more empathy with each other, and

we're going to perform much, much better. And finally,

consider some coaching, or some mentoring, that will really help

minimize some of those threats and increase the rewards, you'll

have somebody that can help you identify your strengths when

you're doing stuff, well, that will help with status, you'll

have somebody who can help you plan set goals, which will help

with certainty, you'll have someone that can reflect to you

about what you might be in control of about things that you

could do differently that you've never even thought of before,

you'll have an unconditional supporter, in a coach or a

mentor or a buddy at work. And other people can also support

you in seeking out fairness, seeing situations from other

people's perspective and having those insights about things that

are happening. So next time you find yourself triggered, use a

scarf model, have a look and see what's going on. And recognize

there might be other things at play that you hadn't thought of,

if you can name what's going on. And if you can reappraise and

reframe it, that will be really, really helpful. And if you want

to get some coaching, some mentoring, then look around, see

what's available locally, because many, many NHS

organizations are providing free coaching and mentoring these

days, believe me, it is the most transformational thing that I

have ever been through myself. So seek it out, make the most of

those opportunities. And if you want help with any of this, you

want some one to one coaching, or you want to understand a

little bit more about how you and your team can think

differently. take more control, then, to book a call with us to

talk about how we can help you do that. We've also put a

download of the zone of power resources that we have in the

show notes. If you want to check out how you can take more

control over things that you can control, then you can check it

out there. So next time you think about wanting to increase

or improve your performance, your effectiveness, rather than

going straight up. I need more training. How about you think

about how can I decrease my threat and increase my reward in

this situation? And how can that work for my team as well?