Photograph Don't Fear the Unknown by Alessandra de Nunno
Fear is an innate, universal emotion that is triggered by stimuli perceived (note: perceived) as potentially harmful or threatening. This emotion is so basic to all humanity that its expression on a human face can be accurately recognized by anyone in the world. Thus, fear is a highly evolved, universal emotion whose existence is critical to survival.
Although fear helps us when we are actually physically threatened (puts us in the flight or fight posture), it may be a hindrance when we merely 'perceive' a threat.
Considering that the brain's primary goal is to minimize danger and maximize reward, the impact of fear deeply affects a leader in the workplace.
"Fear of failure or success is one and the same. Both are fear of exposure. Not of our strengths, but of our weaknesses." ~ Kevin W. McCarthy
When I think of perceived threats in the workplace, I am reminded of the SCARF model by David Rock. In this study he notes that there are five domains that activate either the 'primary reward' or 'primary threat' circuitry of the brain.
- Status: this is about relative importance, 'pecking order' and seniority.
- Certainty: the part of us that is constantly trying to predict the near future. We love certainty.
- Autonomy: the perception of exerting control over one's environment. This is the sensation of having choices.
- Relatedness: this involves deciding whether others are 'in' or 'out' of a social group.
- Fairness: fair exchanges are intrinsically rewarding. We have a basic need for fairness.
His study (read in full here) offers suggestions on how to reduce threats and increase rewards.
Here are a few suggestions:
- People feel a status increase when they feel they are learning and improving and when attention is paid to this improvement.
State clear objectives at the start of any discussion to increase the award of certainty.
- Increase one's autonomy by allowing people to organize their own workflow and even manage their working hours.
- Increase the rewards from relatedness by finding ways to increase safe connections between people, e.g., set up a mentor or coaching program or small action learning groups.
- Increase transparency to increase the reward from fairness.
When we are aware of these domains and aware of when they are activating our fear response, we can find a strategy to use these insights.
He also talks about the approach-avoid response where one's brain will either tag a stimulus as 'good' and approach it, or tag it as 'bad' and avoid it. This has a dramatic effect on perception and problem solving as well as on decision-making, stress-management, collaboration and motivation.
Someone feeling threatened in the work environment either by his boss, or a perceived threat to one's credibility can cause one to have a reduction in cognitive performance. When one feels a threat all the resources that are available in the executive brain (prefrontal cortex) decrease.
When one is in the threat/avoid response it prevents them from collaborating with and influencing others.
I think this is one of the puzzle pieces I've been looking for that answers my question, "Why do normally brilliant people sometimes make stupid decisions or do stupid things?"
Perception really does matter.
"Let us not look back in anger, nor forward in fear, but around us in awareness." ~ Leland Val Vandewall
Step into leading and play a Bigger Game in your life...don't wait...model leadership...the World needs us to do this.
Lead strong!
Pat
