Many leaders have some ideas of what good leadership looks like—listening actively, giving space to others, staying calm under pressure. And yet, it’s not uncommon to hear, “I know it in my head, but it is difficult to act on it.”

Even with many hours of training, it is difficult to change one's leadership style, since it is built on layers of experiences.

Recent developments in neuroscience offer understanding into how leaders can grow more effectively, and acquire new behavior. Learning new behavior is not always about information—it’s also about how the brain processes change.

One such concept is the SCARF model, developed by Dr. David Rock.



SCARF stands for:

Status – our relative importance to others

Certainty – our ability to predict what’s next

Autonomy – our sense of control

Relatedness – how connected we feel to others

Fairness – our sense of just treatment

When one of these elements is under threat—even unconsciously—the brain shifts into a defensive mode. This narrows perspective, reduces openness and curiosity, and makes it harder to see options or consider alternative ideas. But when SCARF elements are supported, the brain moves into a reward state—becoming more creative, empathetic, and receptive to change.

How LEGO® SERIOUS PLAY® (LSP) Supports SCARF in Action

The core process of LEGO® SERIOUS PLAY® (LSP) is naturally brain-friendly. It supports the SCARF model and helps create a reward state for participants.

Threats are reduced:

Status: Everyone goes through same process, builds and shares —regardless of job title or social status.

Fairness: Everyone respond to the same question, use the same LEGO bricks and receive equal time to share.

Autonomy: Participants can choose how to express their ideas into LEGO bricks, there is no “wrong” answer.

When threats are reduced, thinking expands, making it easier to see possibilities and form new connections.

Recent neuroscience tells us that insight—the "aha" moment—is a key trigger for behavior change. And for new behavior to stick, a few key conditions are required. LSP has these elements embedded in its process.

Insight is generated from within: Participants build, reflect, and share. This hands-on process—followed by storytelling—supports layered thinking. In neuroleadership, behavior change is more likely when insight is self-generated. When insight emerges, it creates energy—fueling the motivation needed for new behavior.

Social Learning:

When people learn together, they are more likely to retain what they learn and apply it. A shared process like LSP fosters mutual accountability, and when individuals make a commitment in a social environment, behavior change becomes more likely.

Behavior change is possible—even for leaders who are so used to their leadership style. With the suited environment and process, new thinking and energy can emerge. Through the LEGO® SERIOUS PLAY®, I hope many leaders experience a self-generated insight which brings them a positive energy. It is about making sure your brain feels comfortable for thinking and finding ways for better leadership.

References

Rock, D. (2008). SCARF: a brain-based model for collaborating with and influencing others. NeuroLeadership Journal, 1. 

Rock, D., & Schwartz, J. (2006). The neuroscience of leadership. Strategy+Business, 43. NeuroLeadership Institute. (2023). Why Social Learning Is So Effective, and How to Use It in Your Organization.