S T r E N g T h . . . The Strength Deployment Inventory® (SDI®) helps people identify their personal strengths in relating to others under two conditions: 1) when everything is going well, and 2) when they are faced with conflict.

© Copyright 1973, 2006 by Personal Strengths Publishing. All rights reserved in the U.S. and worldwide. This inventory or parts thereof may not be reproduced in any form without the prior written permission of Personal Strengths Publishing.

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M A N A g E C o N f l i C T A N d i M p r o v E r E l A T i o N S h i p S by Elias H. Porter, Ph.D.
Strength Deployment Inventory® : Interpretive Guide

S T r E N g T h . . . The Strength Deployment Inventory® (SDI®) helps people identify their personal
strengths in relating to others under two conditions: 1) when everything is going well, and 2) when they are
faced with conflict.

d E p l o y M E N T . . . means to move strategically or to take a position for effective action. The SDI suggests
ways that one’s personal strengths may be used to improve relationships with others.

i N v E N T o r y . . . The SDI is not a test where judgments and “right” or “wrong” answers are graded. It is
an inventory for taking stock of motivational values (the basis for how you feel and act in different situations).
It is a self-discovery tool.

Using the SDI Interpretive Guide
You have received this SDI Interpretive Guide because you completed the
online version of the Strength Deployment Inventory. You will also be provided
with your own results.

Understanding Your SDI Results
The point values you chose while completing the online SDI result in six nu-
merical totals. These totals are used to generate an arrow which represents your
Motivational Value System and Conflict Sequence.

The Dot
The dot indicates the Motivational Value System—motives and values that
drive behavior when things are going well. The Valued Relating Style is
the behavior associated with a Motivational Value System. See the pages
titled “The 7 Motivational Value Systems” and “Points of Comparison
Between Patterns of Motivation” for descriptive information.

The Arrowhead
The arrowhead indicates the Conflict Sequence—changes in moti-
vation in conflict that drive changes in behavior in conflict. See pages titled
“Your Conflict Sequence” and “Conflict Sequences” for descriptive information.

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The 7 Motivational Value Systems™
Motivational Value System Valued Relating Style Rewarding Environment

Blue: Altruistic–Nurturing
Being open and responsive to the needs
of others… Seeking ways to bring help

to others… Trying to make life easier for
others… Trying to avoid being a burden
to others… Ensuring others reach their

potential… Ensuring others are valued…
Defending the rights of others

Open, friendly, helpful, considerate,
supportive, enhancing, trusting,
socially sensitive, sincere, loyal,

compassionate, respectful,
humanitarian… Being needed…

Being appreciated

Red: Assertive–Directing Competing for authority, responsibility
and positions of leadership… Exercising

persuasion… Being alert to opportunity…
Claiming the right to earned rewards…

Striving for immediate action… Accepting
challenges… Accepting risk-taking as

necessary and desirable…
Demonstrating competitiveness

Progressive, innovative, evocative,
challenging, fast-moving, stimulating,

competitive, creative… New levels
of opportunity… Potential for personal

advancement and development…
Personal material rewards available…

Potential for winning…
Verbally stimulating… Self-projection

Green: Analytic–Autonomizing Being objective… Being right…
Being principled… Being in control of

one’s emotions… Being practical… Being
cautious and thorough… Being fair…

Being resolute… Being serious… Being
their own “judge and jury”… Being their

“own person”… Thinking things
through before acting

Clarity, logic, precision, utility, durability,
efficiency, reliability, organized… Self-reliance,

individualism, self-dependence…
Effective use of resources… Individual decision
making… Clear, supportable, authentic criteria

for decision making… Time to explore
options… Opportunity for economy…

Researched recommendations

Hub: Flexible–Cohering
Being curious about what others think

and feel… Being open minded and willing to
adapt… Experiments with different ways of

acting… Proud to be a “member”…
Likes to know a lot of people… Likes to

be known by a lot of people… Likes to be
known as flexible

Friendly, involving, sociable,
democratic, playful, changing,

flexible… Encouraging interaction…
Being heard and listening…

Sensitivity to feelings…
Consensus-building

Red-Blue: Assertive–Nurturing
Actively seeking opportunities to

help others… Persuading others to ensure
maximum growth and development

of others… Being open to proposals for
creating welfare and security for others…

Creating enthusiasm and support in
tackling obstacles to success

Openness, mentoring, enthusiastic,
friendliness, sincerity, trust,

compassion… Respect for others…
Supporting the underdog…

Positive, progressive initiatives for the
growth and development of others

Red-Green: Judicious–Competing
Providing rational leadership that

can assess risks and opportunities…
Being decisive and proactive

when all the facts are in…
Challenging opposition through
thoughtful process and strategy

Strategic, determined, planning…
Complex, challenging tasks requiring
expertise… Environment that offers

recognition for achievement…
Availability of technical resources…

Opportunities to lead and to
develop winning strategies

Blue-Green: Cautious–Supporting
Building effective processes and

resources to protect or enhance welfare
of others… Offering assistance for greater

self-sufficiency and independence…
Supporting activities that lead to growth…

Fighting for principles that are fair

Conscientious, patient, congenial…
Environment that respects individuals,
fairness, and resources… Opportunities

to encourage growth, independence,
and bring forth the best in others…

Tasks that require thoughtful analysis
to aid those in need

• Concern for the protection,
growth, and welfare of others

• Concern for task
accomplishment

• Concern for organization
of people, time, money and
any other resources to achieve
desired results

• Concern for assurance that
things have been properly
thought out

• Concern for meaningful
order being established and
maintained

• Concern for flexibility

• Concern for the welfare
of the group

• Concern for the members
of the group and for
belonging in the group

• Concern for the protection,
growth, and welfare of others
through task accomplishment
and leadership

• Concern for intelligent
assertiveness, justice,
leadership, order, and
fairness in competition

• Concern for affirming and
developing self-sufficiency
in self and others

• Concern for thoughtful
helpfulness with regard
for justice

© Copyright 1973, 2006 by Personal Strengths Publishing. All rights reserved in the U.S. and worldwide. This inventory or parts thereof may not be reproduced in any form without the prior written permission of Personal Strengths Publishing.

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SDI Interpretive Guide Page 2 of 7

Points of Comparison Between Patterns of Motivation

© Copyright 1973, 2006 by Personal Strengths Publishing. All rights reserved in the U.S. and worldwide. This inventory or parts thereof may not be reproduced in any form without the prior written permission of Personal Strengths Publishing.

Motivational Value System
You feel best about
what you are doing
when you are . . .

You feel most rewarded
by others when they treat
you as a . . .

You identify with and
feel most at ease with
people who . . .

Blue: Altruistic–Nurturing being helpful in some
way to others who can
genuinely benefit from
your help.

warm and friendly
person who wants to
be of help and who is
deserving of thanks and
appreciation for
giving help.

clearly care for the
feelings, the needs, and
the welfare
of others.

Red: Assertive–Directing in the position of
providing leadership
and are able to set the
goals for and direct the
actions of others.

strong and ambitious
person, a winner, and
one who is deserving
of the opportunity to
provide leadership and
direction.

clearly understand
the productivity
behind the exercise
of power, control,
and competition.

Green: Analytic–Autonomizing able to pursue your own
interests in a self-reliant
way without having to
take direction or help
from those around you.

clear, logical and
analytic person who
is deserving of respect
for dealing with others
fairly and for being
a person of principle.

clearly respect the
integrity of others and
the rights of others to
determine their own
courses of action.

Hub: Flexible–Cohering able to coordinate your
efforts with others in
some common under-
taking that involves
closeness, clear lines of
authority, and opportu-
nity for self-reliance.

good team member who
knows how to be a loyal
follower, knows how to
exercise authority, and
knows when to follow
the rules and when to
use judgment.

clearly are flexible
in their behavior and
readily able to adapt
to whatever the
situation calls for.

Red-Blue: Assertive–Nurturing in a position to be
genuinely helpful
through your
leadership, and are
able to direct others
for their own benefit.

strong and friendly
person deserving
of recognition and
appreciation, and
the opportunity to
lead others for their
betterment.

clearly understand
the compassionate
use of power, and
the need to act
promptly in matters
affecting other
people’s welfare.

Red-Green: Judicious–Competing in a position to
compete using your own
judgment, and to direct
others in an impartial
and efficient manner.

strong and principled
person, deserving of
recognition and respect,
and the opportunity to
provide competitive and
rational leadership.

clearly understand
the rational use of
power, and the need
to act promptly and
judiciously in matters
affecting your
competitive edge.

Blue-Green: Cautious–Supporting able to nurture the
growth of another
person’s self-reliance
through your analysis
of their needs.

warm and principled
person who combines
compassion and intellect
into enlightened
guidance for others.

clearly understand
the employment of
both feelings and reason
to better the welfare and
independence of others.

SDI Interpretive Guide Page 3 of 7

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© Copyright 1973, 2006 by Personal Strengths Publishing. All rights reserved in the U.S. and worldwide. This inventory or parts thereof may not be reproduced in any form without the prior written permission of Personal Strengths Publishing.

You are attracted to
and intrigued by
others who are . . .

Ideally, you would
like to be . . .

Ideally, you would like
to avoid ever being . . .

You feel distant from and
somewhat contemptuous
of people who . . .

You feel discomfort
from people who . . .

strong and know ex-
actly what they want to
do and want you to be
included in their
activities and successes.

more assertive and
less fearful of pushing
for your own rights
and wants; more ca-
pable of saying “No”
to people who impose
on you.

a selfish person or
one who is cold and
unfeeling about
others.

constantly compete
with and try to take
advantage of others;
are cold and
unresponsive to
gestures of
friendliness.

treat you with anger
and hostility, tell you
to “go mind your own
business,” or are slow
to recognize your
efforts to promote
their welfare.

B
L
U

E

generous and
responsive to you and
who want to help you
achieve your ambitions
and your successes.

more considerate of
other people’s feelings
and rights; more given
to thinking things
through before
committing yourself
to a course of action.

a gullible person or
a person who is
indecisive and
unable to act.

constantly lose out
and don’t stand up
for themselves; have a
shell of reserve around
them that you just
can’t penetrate.

are all-forgiving and
never fight back; don’t
let you know what they
expect as rewards from
you and then withdraw
their loyalty or
betray you.

R
E
D

open and explicit
about what they want
and how they feel,
without imposing their
wants or feelings on
you.

more trusting of
others and more open
to them; less reserved
about asserting your
rights and wishes.

an overly emotional
person or one who
is exploitative
of others.

never seem to take
anything seriously;
try to push their help
on you or try to push
you to do things
their way.

accuse you of being
opportunistic and
unprincipled; push
their help on you when
you don’t want it.

G
R

E
E
N

generous in their help;
who are strong and
want you on their
team; who are quite
patient and don’t lose
their heads.

a well-rounded person
capable of complete
flexibility in behavior.

subservient to
others, domineering
over others, and/or
isolated from others.

are outsiders and who
reject membership in
your group’s efforts or
withhold support for
your group’s efforts.

commit themselves
to the group effort and
then let the group down
by failing to live up to
their commitments. H

U
B

strong and decisive and
know exactly what they
want to do, and who
ask for your support
without imposing
on you.

more contemplative
and analytical in
your decisions and
more tenacious and
prudent in pursuing
your goals.

exploitative or
inconsiderate of
others or brazen and
superficial in your
interpersonal
relations.

refuse to get involved;
fear making a deci-
sion; are concerned
with their needs to the
exclusion
of the needs of others.

treat you with
indifference; ignore
you; accuse you of
exploiting people.

R
E
D

-B
L
U

E
supportive and loyal to
you and who will help
you, without hesitation
or qualification, to
attain success.

more trusting and
helpful with others
and more open
about your goals.

an impulsive or
emotional person,
or one without
order and purpose
in your life.

constantly lose out;
lack self-reliance; are
impetuous; are
gullible and
emotional.

treat you with passivity
or with ignorance, or
accuse you of mindless
aggression.

R
E
D

-G
R

E
E
N

thoughtful and
respectful of you and
your goals and who are
cautious and thorough
in whatever they
undertake on your
behalf.

more assertive
about your wants
and more decisive
about your actions.

isolated from
others, or indecisive
in matters affecting
their welfare.

are braggarts and
meddlers, and who
presume upon and
compete with others.

treat you with anger or
disdain, or accuse you
of fostering childlike
dependence.

B
L
U

E
-G

R
E
E
N

SDI Interpretive Guide Page 4 of 7

Your Conflict Sequence™
Your Conflict Sequence sequence indicates changes in motivation and related behavior when faced
with conflict and opposition. There are thirteen possible Conflict Sequences based on the order of
the conflict totals.

The letters “B,” “R,” and “G” are shown in the order of
your last three SDI result totals from highest to lowest.
If any of your totals are six points or less apart, brackets
are placed around those letters as in the example to
the right.

Your Conflict Sequence is a predictable and sequential change in motivation when faced with
conflict or opposition. Conflict has three progressively serious stages and can be resolved at any
point during the sequence. Letters within brackets suggests that your response during the
bracketed stages can be blended or interchangeable.

Your Conflict Sequence can also be determined by the location of your “arrowhead” on
the triangle.

B R G
COLUMN 4 COLUMN 5 COLUMN 6

IN CONFLICT OR OPPOSITION

STAGE 1 STAGE 2 STAGE 3

44 16 40

B G R[ ]

Preventing Conflict
Much of the interpersonal conflict people experience on a daily basis is preventable.
While preventing conflict takes work, avoiding or ignoring conflict can cause damage to your
relationships. Awareness of your own Motivational Value System and how it may differ from
others is crucial to your ability to prevent conflict. When you deliberately relate to people in a
way that respects their motivations, you increase the chance that conflict will be prevented.

Preventable conflict may be generated by overdoing one of your strengths. The table on the
page titled “Managing Your Strengths” lists some strengths and the way they may appear when
overdone. You will also find “things to be on guard against” which suggests some strategies for
conflict prevention.

Conflict Stage Focus is on: BLUE RED GREEN

Stage 1
Self

Problem
Other

Simply being accommodating
to the needs of others.

Simply rising to the
challenge being offered.

Simply being
prudently cautious.

Stage 2
Self

Problem
Other

Giving in and letting the
opposition have its way.

Having to fight off
the opposition.

Trying to escape from
the opposition.

Stage 3
Self

Problem
Other

Having been
completely defeated.

Having to fight
for one’s life.

Having to
retreat completely.

I N T E R N A L E x P E R I E N C E I N C O N F L I C T

© Copyright 1973, 2006 by Personal Strengths Publishing. All rights reserved in the U.S. and worldwide. This inventory or parts thereof may not be reproduced in any form without the prior written permission of Personal Strengths Publishing.

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SDI Interpretive Guide Page 5 of 7

Conflict Stage BLUE RED GREEN

Stage 1 Accommodate others Rise to the challenge Be prudently cautious

Stage 2 Surrender conditionally Fight to win Pull back and analyze

Stage 3 Surrender completely Fight for survival Withdraw

O B S E R V A B L E B E H A V I O R I N C O N F L I C T

© Copyright 1973, 2005 by Personal Strengths Publishing. All rights reserved in the U.S. and worldwide. This inventory or parts thereof may not be reproduced in any form without the prior written permission of Personal Strengths Publishing.

Conflict Sequences
B-[RG]
a person who first pursues
peace and harmony, and
who continues to
accommodate the
opposition. If pressed far
enough, they fall back on
logically based and/or
assertive strategies to
preserve their integrity
and to prevent complete
defeat.

B-R-G
a person who tries to
maintain peace and
harmony first and
foremost. If this does not
work, they then stand
up for their rights. If this
does not end the conflict,
they then withdraw as a
last resort.

[BR]-G
a person who will
press assertively for
the maintenance
of harmony and
good will. If these
efforts fail, they
will eventually
withdraw from
the situation.

R-B-G
a person who first meets
conflict head-on with a strong
self-assertion and challenge
to the opposition. If this does
not work, they then initiate
efforts to restore and maintain
harmony. If this does not
end the conflict, they then
withdraw as a last resort.

R-[BG]
a person who is
quick to assert their
rights and to fight
for them, but, if
pressed far enough,
they will either give
in for the moment
or break off contact,
whichever is
deemed the more
advantageous.

B-G-R
a person who wants most
to keep harmony and
good will. If this does
not work, they try to
disengage and save what
can be saved. If this does
not work, they then come
out fighting, probably in
an explosive manner.

[BG]-R
a person who will strive to maintain
peace and harmony yet with a careful
eye toward the personal cost of doing
so. If these efforts fail, they will finally
fight for their rights, but only as a last
resort and possibly explosively.

G-B-R
a person who first meets conflict with
caution, examining the situation care-
fully and logically and waiting for all
the facts to come in before making any
commitments. If this does not work
and there is no important principle
involved, they would defer to the other
person in the interest of harmony. If the
conflict continues, they would come
out fighting, but only as a last resort.

[B R G]
a person who meets conflict and
opposition quite flexibly, that is, with an
approach that differs according to the
situation and circumstances rather than
by a fixed sequence. This may prove to
be confusing to others and they may
experience the person as unpredictable.

G-[BR]
a person who takes an
initial stand in opposition to
conflict on the basis of logic,
order, rules and principles.
If pressed far enough, they
will take one or the other of
two paths: if it is important,
they will take up the fight;
if it is unimportant, they
will give in.

G-R-B
a person who first
tries the analytic,
logical and reserved
response to conflict
followed by an
assertive, forceful
attack based on
logic and strategies.
If these approaches
do not work, they
then give in for the
sake of harmony
but only as a last
resort.

R-G-B
a person who comes out
competing to prevail.
If competition and challenge
don’t work, they fall back on
analysis, logic, reason and rules.
If this doesn’t work, they will
finally give in as a last resort.

[RG]-B
a person who meets conflict, not directly, but with
a set of strategies for dealing with the situation.
They “use their head to get their way.” If pressed far
enough, however, they finally give in and surrender.

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SDI Interpretive Guide Page 6 of 7

Managing Your Strengths

Characteristic
Strength:

If Overdone
Can Become…

Trusting Gullible

Loyal Blind

Helpful Smothering

Modest Self-effacing

Devoted Subservient

Caring Submissive

Supportive Self-sacrificing

Blue: Altruistic–Nurturing THINGS TO BE ON GUARD AGAINST…
o Wanting so much to maintain harmony that I don’t push for what I want

o Being so quick to believe in others that I don’t use good judgment

o Being so loyal to others that I let them take advantage of me

o Expecting that everyone is going to be as concerned about how other people feel as I do

o Wanting to help others so much that I push my help on them and get in their way

o Being quick to blame myself first for anything that goes wrong

o Sharing my thoughts and feelings with people I shouldn’t trust with them

o Fearing that if I said what I really feel about others, they would be hurt and not helped

o Struggling to maintain harmony at the expense of facing issues or of facing the facts

o Acting to please others just to be likeable

Characteristic
Strength:

If Overdone
Can Become…

Self-confident Arrogant

Ambitious Ruthless

Persuasive Abrasive

Forceful Dictatorial

Quick to act Rash

Competitive Combative

Risk taker Gambler

Red: Assertive–Directing THINGS TO BE ON GUARD AGAINST…
o Wanting so much to win that I step on others to get my own way

o Being in such a hurry to get things done that I disregard how others feel about things

o Being so sure I am right that I don’t listen to other people

o Expecting that everyone is going to enjoy competing with me and pushing for what they want

o Wanting others to do things my way so much I become dictatorial

o Being quick to blame anything that goes wrong on a lack of cooperation

o Sharing only those thoughts and feelings that help me get my own way

o Fearing that if I said what I really feel, others would know how to take advantage of me

o Struggling to win an issue regardless of what the facts are or what other people might feel

o Acting to direct others just to exert my authority

Characteristic
Strength:

If Overdone
Can Become…

Cautious Suspicious

Reserved Cold

Methodical Rigid

Analytical Nit picking

Principled Unbending

Fair Unfeeling

Persevering Stubborn

Green: Analytic–Autonomizing THINGS TO BE ON GUARD AGAINST…
o Wanting so much to be certain that I delay in reaching decisions

o Being so concerned with what is right or wrong that I don’t pay attention to people’s feelings

o Being so cautious that I find it hard to place trust in others

o Expecting that everyone is going to be as concerned as I am with details, logic, and
matters of principle

o Being so self-dependent that I cut myself off from people who like me and can be helpful

o Being quick to blame anything that goes wrong on my not having been cautious enough

o Keeping my thoughts and feelings to myself so others don’t get to know me

o Fearing that if I said what I really feel, others would see me as illogical and emotional

o Struggling with the facts and issues with such determination that others’ feelings are disregarded

o Acting to turn others away just to assert my self-dependence

Characteristic
Strength:

If Overdone
Can Become…

Flexible Wishy washy

Open to change Inconsistent

Socializer Unable to stand alone

Experimenter Aimless

Adaptable Spineless

Tolerant Uncaring

Looks for options Without any focus

Hub: Flexible–Cohering THINGS TO BE ON GUARD AGAINST…
o Wanting so much to be flexible that I am sometimes inconsistent

o Being so open-minded that I lose sight of what I really think

o Needing to be with others so much that I find it hard to be alone

o Expecting that everyone is going to be as concerned as I am with being a good team member

o Wanting to “fit in” so much that I impress others as having no real convictions

o Being quick to blame anything that goes wrong on a lack of team work

o Accepting other people’s thoughts and feelings in place of my own

o Fearing that if I said what I really feel, others would see me as being rigid

o Struggling so hard to keep my options open I never take a clear line of action

o Acting to disagree with others just to show there are many ways to do things

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Prepared exclusively for:

SDI Interpretive Guide Page 7 of 7