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Abstract of SCARF® in 2012: Updating the Social Neuroscience of Collaborating With Others

In this article, we begin by proposing a conceptual model for how SCARF enables people to exhibit more adaptive behaviors, based on how mental experiences occur over time.

We then update the research supporting the SCARF model, starting with the importance of social processing in the brain, and then highlighting recent social neuroscience findings relevant to each of the SCARF domains.

Finally, we explore interactions between the domains, and issues such as individual variation and SCARF, the ideas of the multiplying and offsetting effects, as well as SCARF and leadership, culture, engagement and reward.


Available exclusively to NeuroLeadership Institute Corporate Members.