Five Domains of Motivation
This model is based on neuroscience research that implies that five social domains activate the same threat and reward responses in our brain that we rely on for physical survival.This "primitive" reaction helps to explain the sometimes strong emotional reactions that we can have to social situations – and why it's often hard to control them. Understanding our own preferences around these motivators improves our own self-leadership, whilst understanding others' prime motivators helps us lead others.
What are the five domains?
The SCARF Model was developed in 2008 by David Rock, in his paper "SCARF: A Brain-Based Model for Collaborating With and Influencing Others." SCARF stands for the five key "domains" that influence our behavior in social situations. These are: Status, Certainty, Autonomy, Relatedness and Fairness. This Assessment is based on the SCARF model, but instead we use the acronym MOTIV as a summary of people's five social motivations and has been adapted specifically for the work context.
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MERIT - Your merit, importance and status at work.
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OWNERSHIP - Your sense of ownership and control over tasks and events at work.
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TRUST - Your ability to trust your future at work.
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INTIMACY - Your sense of intimacy, connection and safety with others at work.
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VERACITY - The veracity of the equality of all people at work.
Your Name
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First Name
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Please verify that you are human
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MERIT
Your merit, importance and status at work.
At work, it is important to me that my opinions are valued by others.
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The more hearts you choose, the more true the statement is for you.
My job title at work does not matter.
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At work, it is important to me that my colleagues respect my position.
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At work, I like being able to hide in the background and not be responsible for projects.
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At work, it is important to me that I feel listened to in meetings.
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At work, I really prefer not be seen as the one in charge.
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At work, it is important to me that my colleagues trust me and my decisions.
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At work, it doesn’t bother me if people don’t see me as important.
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At work, it is important to me that my colleagues see me as a leader.
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At work, I am not concerned with my status within the organisation.
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OWNERSHIP
Your sense of ownership and control over tasks and events at work.
I do not like being told what to do at work.
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The more hearts you choose, the more true the statement is for you.
At work, I prefer not to be responsible for determining my day.
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I hate being closely managed by my boss at work.
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At work, I enjoy being set a clear list of tasks by senior management.
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It's important to me to determine what work I do each day.
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I enjoy delivering assigned work for the leaders of the organisation.
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At work, I like to be in control of my projects, tasks or objectives.
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Being tightly managed by senior leaders at work is important to me.
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I like developing new ways of achieving things at work.
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I find it unsettling being totally and independently in charge of my work.
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TRUST
Your ability to trust your future at work.
Having clear rules at work is essential for success.
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The more hearts you choose, the more true the statement is for you.
At work, I don’t mind not knowing what the exact outcome will be.
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I prefer knowing exactly what to expect from any work situation.
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I am comfortable not knowing what our key objectives, targets and key results are at work.
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I enjoy having a clear and structured approach to work.
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Having a significant amount of ambiguity and uncertainty is a natural part of work.
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At work, I need a clear vision that I am striving for.
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I enjoy working without guidelines.
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At work, I like having a plan to stick to.
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I prefer work to be unpredictable.
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INTIMACY
Your sense of intimacy, connection and safety with others at work.
I want to be socially accepted at work.
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The more hearts you choose, the more true the statement is for you.
Friendships at work are a distraction.
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It is important to me that I feel connected with other people at work.
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There is no place for romance in the workplace.
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At work, I like feeling like I am part of a team.
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My life and friends outside of work are more important than those inside the workplace.
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My relationships at work are more important than the work itself.
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Strong relationships at work do not matter as much as doing the right work.
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How my work colleagues feel about me is important.
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Work friends are only temporary friends.
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VERACITY
The veracity of the equality of all people at work.
At work, it is important to me that all important decisions are transparent.
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The more hearts you choose, the more true the statement is for you.
At work, not everyone has the same potential and therefore should not have the same opportunities.
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All employees in the workplace deserve to know why key decisions are made.
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Fairness in the workplace is not that important.
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All employees deserve the same opportunities in the workplace.
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Equality for all workers is a luxury not a necessity.
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At work, it is crucial explanations regarding decisions are reasonable.
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Inequitable pay and conditions for workers is inevitable and simply a reflection of competition.
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At work, all people should get the rewards and benefits they deserve.
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Not all employees are created equal.
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RESULTS
Scores can range from - 45 to +45. The lower the score, the lower the particular social motivator effects your overall motivation. The higher the score the higher the particular social motivator effects your overall motivation.
MERIT
Your merit, importance and status at work.
Calculation
OWNERSHIP
Your sense of ownership control over tasks and events at work.
TRUST
Your ability to trust your future at work.
INTIMACY
Your sense of intimacy, connection and safety with others at work.
VERACITY
The veracity of the equality of all people at work.
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