The Pleasure-Pain Principle

One of the most well-understood and researched operating principles of the human brain is the pleasure-pain principle. Simply stated, our brains are wired to maximize reward and to minimize threat. This means, the choices and decisions we make on a daily basis are continually influenced by this operating principle.

I want to take a moment and dive into a little more detail into how the principle influences brain function and chemistry. When we perceive ourselves to be in a safe and familiar surrounding this affords us access to our executive functions - the possibility to think and to contemplate. We are using the prefrontal cortex of the brain. This means we have the flexibility to weigh choices and evaluate different amounts if information. Having the room to think also allows us to make connections both at a linear (logical) level (i.e. 1 +1= 2) and at a non-linear (creative) level (i.e. 1+1= 11).

When we feel we are under some level of threat our brain immediately shifts from the higher, executive functions of the prefrontal cortex to the more basic, emotional functions of the limbic system. The brain makes this shift to conserve energy by triggering well-learned, automated patterns and to focus all resources on the perceived threat.

This shift to the limbic system means that our attention and thinking becomes super-focused. We tend to focus only on the threat, which in turn severely limits our ability to see options and possibilities - both obvious and subtle. It also limits our ability to take a chance to solve the dilemma, because we see any viable option as too risky. If we had been thinking more clearly and logically (i.e. activating the prefrontal cortex and not the limbic system) we would have seen the wisdom of the choice and taken the decision.

One of the more interesting models I've come across describing the pleasure-pain principle is an excellent article from NeuroLeadershipjournal (this link will take you directly to the article). The author, David Rock, describes an elegant model he calls the SCARF model. It's an acronym for Status, Certainty, Autonomy, Relatedness and Fairness.


Status is about how important we feel in relation to others around us. Although, Rock does not mention it in his article, I see status includes the appreciation and recognition we get from others for who we are and what we contribute. The feedback we get from our surroundings is also a form of confirmation about who we believe we are.

Certainty is about how familiar we are with the world around us. It allows us to predict what will happen and thus we have certain expectations. This is a major reason why many people do not like change.

Autonomy refers to our feeling of having control and oversight over our lives. It also means that we feel we have the flexibility and the freedom to make decisions and to choose amongst options.


Relatedness means we feel connected and valued with those around us (i.e. colleagues, friends, family and so on). It is a feeling we have if we belong to a group or if we stand outside of that group. Relatedness is strongly linked with the sense of trust we have with the people who are in the same group.


Fairness means we are treated as equals and that there is a level of transparency in the relationship and in communication. That there is no second or hidden agenda.


If any part of the SCARF model is perceived to be under threat, the brain instantly activates the limbic system and conversely deactivates the prefrontal cortex. If we are not attentive to this shift and consciously take action, we considerably limit our ability to deal rationally with the threat in front of us. What instead happens is that our emotions take over clouding judgement and not dealing intelligently with the dilemma.


In my next post, I will talk about specific steps you can use to consciously take action to shift your brain and its neuro-chemistry to help you instead of hindering you.