Speakers:
Patricia Butler
Brian Falcone, PhD
Cathy Kirk
Richard White
Medical Affairs is becoming the driver of many activities in pharma, bringing together functions that previously worked quite separately to create integrated medical activities such as scientific communication platforms and evidence generation plans. Many of the problems that Medical Affairs leaders encounter in bringing together diverse functions arise because people feel threatened in some way. Teams are often multi-function and multi-country – people from different functions and countries have different background/culture/ways of working/motivations/incentives and so these can easily be misunderstood and misaligned Many of these issues have been exacerbated by the COVID-19 pandemic and the shift to remote working and virtual workshop activities, which can reinforce feelings of isolation and make team-building harder, as well as make it more difficult to pick up visual/behavioural signs of threat and discomfort.
SCARF (status, certainty, autonomy, relatedness, fairness) is an established framework for ensuing motivational interactions with people, that all Medical Affairs leaders should be familiar with and apply in their everyday roles – it’s simple, backed by science, and effective.
Learning objectives:
Patricia Butler
Brian Falcone, PhD
Cathy Kirk
Richard White
Medical Affairs is becoming the driver of many activities in pharma, bringing together functions that previously worked quite separately to create integrated medical activities such as scientific communication platforms and evidence generation plans. Many of the problems that Medical Affairs leaders encounter in bringing together diverse functions arise because people feel threatened in some way. Teams are often multi-function and multi-country – people from different functions and countries have different background/culture/ways of working/motivations/incentives and so these can easily be misunderstood and misaligned Many of these issues have been exacerbated by the COVID-19 pandemic and the shift to remote working and virtual workshop activities, which can reinforce feelings of isolation and make team-building harder, as well as make it more difficult to pick up visual/behavioural signs of threat and discomfort.
SCARF (status, certainty, autonomy, relatedness, fairness) is an established framework for ensuing motivational interactions with people, that all Medical Affairs leaders should be familiar with and apply in their everyday roles – it’s simple, backed by science, and effective.
Learning objectives:
- Develop leadership and motivational skills that will help Medical Affairs colleagues build cross-functional relationships and engagement, in order to successfully deliver integrated medical activities
- Understand that effective collaboration requires modifying interpersonal interactions to account for different functions/nationalities having different backgrounds/cultures/ways of working/motivations
- Understand that a major cause of disharmony/disengagement/demotivation is an individual feeling threatened in some way, and the implications of triggering a ‘threat’ response
- Be knowledgeable about the SCARF model (NeuroLeadership Institute), its key components – Status, Certainty, Autonomy, Relatedness, Fairness – and their importance in triggering a ‘reward’ response
- Understand how the SCARF model can be applied by Medical Affairs colleagues in their everyday roles and interactions with colleagues
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