In the SCARF model, certainty is defined as our confidence in the future and our ability to predict what will happen. The brain craves certainty, and responds to situations that are ambiguous or confusing by activating the threat response in the anterior cingulated cortex. Uncertainty registers as an error or tension: something that must be corrected before we can feel comfortable again. Until the uncertainty is resolved, memory is diminished and performance is undermined. When we feel uncertain, we are more likely to become emotional and act impulsively.

To counteract uncertainty, leaders are encouraged to share future plans, break down complex projects down into small steps, set clear expectations for performance, and be forthright about organizational changes.

Rock, D. (2008). SCARF: A brain-based model for collaborating with and influencing others. NeuroLeadership Journal, 1(1), 296-320.