How Self-Determination Impacts Business: Understanding the Human Side of Work

If we want to be better at business, we need to be better at understanding people.

That understanding starts with recognizing that basic human needs don’t disappear when someone “clocks in” at work. These needs are deeply hardwired into how we perceive the world—and they influence everything from motivation to performance, collaboration, and even conflict.

One of the most practical frameworks for understanding these needs in the workplace is the SCARF model from the NeuroLeadership Institute. It expands on the foundational ideas of Self-Determination Theory, which identifies three core psychological needs: autonomy, competence, and relatedness.

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The Five Domains of SCARF

The SCARF model offers a memorable way to understand what drives human behavior at work:

This is about You (foremost), Your Brain, and Your Team.

• Status – Our sense of importance relative to others.

“Am I seen as valuable or less than?”

• Certainty – Our need for clarity and predictability.

“Can I anticipate what’s coming?”

• Autonomy – Our sense of control over our environment and decisions.

“Do I have a say in what happens to me?”

• Relatedness – Our sense of connection and belonging.

“Am I part of the group or on the outside?”

• Fairness – Our perception of just and unbiased treatment.

“Is this a fair exchange?”

These five domains are constantly being evaluated by our brains—often unconsciously. In fact, research shows we scan for threats or rewards every five seconds. That’s how deeply embedded these needs are.

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Why This Matters in Business

We are wired to seek reward and avoid threat. And in the workplace, this shows up in countless ways:

• Engagement & Culture

• Performance Reviews

• Feedback Conversations

• Recognition & Gratitude

• Promotions & Hiring Decisions

• Meeting Dynamics and Team Culture

• End Customer Experience

When these interactions trigger a threat response—such as feeling excluded, micromanaged, unheard, or unfairly treated—people disengage. But when they activate a reward response—like feeling seen, heard, and empowered—people thrive.

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Intentional Leadership Starts Here

The key takeaway? Be intentional in every interaction.

Whether you're giving feedback, leading a meeting, or making a decision—ask yourself: How might this impact someone’s sense of status, certainty, autonomy, relatedness, or fairness?

Because when we meet people's core needs, we don’t just build better teams—we build better businesses.