Boost Psychological Safety at Your Organization – Using the SCARF Model

Psychological safety is a term that many are using with increasing frequency in the workplace – and with good reason. Recent studies have shown that psychological safety leads to a 27% reduction in turnover (Accenture, 2021). In addition, organizations with psychologically safe cultures are 2.2x more likely to surpass financial targets (Josh Bersin, 2021). 

But what is psychological safety? And how exactly do you achieve it at work? 

According to Dr. Amy Edmondson, who is largely credited with coining the term, “Psychological safety is the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes, and that the team is safe for interpersonal risk taking.” 

This definition is helpful, but it largely focuses on what psychological safety is not, rather than what it is. 

One way to make psychological safety more concrete – and to boil it down to what colleagues, people managers, and leaders can do to boost psychological safety – is to turn to Dr. David Rock’s SCARF model. SCARF, which stands for status, certainty, autonomy, relatedness, and fairness, represents individuals’ core psychological needs at work. According to Dr. Rock, in all situations (work or otherwise), we are always determining whether to approach or retreat. We tend to approach situations where we perceive safety and the possibility of reward. We tend to retreat from situations when we perceive danger and a risk of harm. 

At work, we approach situations where our core needs (status, certainty, autonomy, relatedness, and fairness) are being met. We tend to retreat from situations where we perceive those needs as being under threat. When we approach a situation, we “lean in” – we give it our all, share our ideas, and try new things. In other words, we behave as though “the team is safe for interpersonal risk taking,” to quote Dr. Edmondson. When we retreat from a situation, we “back away” – we “quiet quit,” let things slide, or go along with whatever everyone else is suggesting, even if we might have a better idea. 

To encourage team members to “lean in” or “approach” in the workplace, we need to foster an environment where core needs (SCARF) are consistently met. Let’s take a closer look at each of these core needs. 

Status. Status is the belief that we are valued as much or more than those around us. Praise, promotion, and recognition all create a boost in status, while constructive feedback (especially when delivered in public) can result in a drop in status. To “speak up with ideas, questions, concerns, or mistakes” (to quote Dr. Edmondson again), employees need to feel that their status is secure – that regardless of how things go, they’ll continue to be respected and valued at work.

Certainty. Certainty is the feeling that we know what is coming. Regular, transparent updates and predictable behaviour from leaders, for instance, can boost the feeling of certainty. Surprise announcements and secrecy – and seemingly random emotionally-charged outbursts from leadership – can erode a sense of certainty. We are more likely to speak up and take risks in an environment where we feel certainty about what is coming next. 

Autonomy. Autonomy is the sense that we have control over our own choices. Employees who have autonomy (within guardrails) are more likely to try new things and take risks, as opposed to employees who are micromanaged within a command-and-control-style workplace. 

Relatedness. Relatedness is the sense of social bonds with others. Employees who feel they are genuinely cared for by teammates and the organization are more likely to speak up and take risks. Social bonds at work are an important component of psychological safety and well-being. 

Fairness. No one likes to play a game they can never win. Employees need to feel that they are entering a fair playing field if we want them to play the game. Communicating fairness (and the why behind seemingly unfair decisions) is crucial to fostering a psychologically safe environment where employees are willing to stick their neck out and take risks. 

All employees have a role to play in ensuring core psychological needs are met at work, but this is especially important for leaders and people managers. Want to learn more about how to foster psychological safety at work? Click here to read more about our team and leadership development programs.