Analysis Of The Strength-Deployment Inventory (SDI)

INTRODUCTION

Conflicts arise in the work place and in our personal live at some point in time. The Strength Deployment Inventory (SDI) exercise gives a person the tools to resolve conflict at a very early stage in the conflict. When we are confronted with conflict, the theory behind SDI is that we as individuals revert to our Motivational Value System (MVS). Every person has their own MVS, even if they are the same “color”; some characteristics are stronger in some people than others and some may not have any characteristics alike. For instance, people who are “green” may have analytical traits in common, but they may not have a social trait in common. In contrast, a “blue” person may have the total opposite attribute, such as dependency,

The SDI helps to explain why a person behaves or is perceived a particular way. Greta Blash (2011) explains, “each person handles situations differently and understanding both ourselves as well as the other person helps to determine the best way to approach each of these individual conflicts and turn them into a positive change”. When there is conflict, a person experiences three stages; the first focusing on themselves, the problem, and other people, the second themselves and the problem and the third just themselves (SDI, 1973, 2014, p. 12), and each person within the conflict wants to protect their dignity or save face. Additionally, “saving face can eliminate the occurrence of lingering resentments that can undermine the sense of camaraderie among workers and ultimately lead to the erosion of workplace morale” (Joseph, 2015) and he has a valid point. When a person has the tools to recognize the other person’s MVS, the conflict may be able to be resolved in stage one, with everyone saving face. Relationships are difficult whether it is personal or in the workplace. David Cross explains, “understanding Relationship Awareness theory allows people to recognize and choose their behaviors to protect their own values, while also taking into account the values of others”

It is very understandable for a person who needs to hire someone for a “specialty” course to only see their needs and has a “logical” reason, justification and explanation for the hire to become upset with policy when the policy does not fit within their needs. The faculty member getting displeased because they could not hire in the capacity they wished was not something I could control. In my role of HR Director, I explained policy and procedures, and informed them why it was not possible to proceed in that direction. I feel that the conflict was unwarranted as the policy we must both adhere to is not something we can change. When offered a solution to the problem, this too was not enough to satisfy them. The frustration with bureaucracy and the conflict it causes sometimes is warranted. However, in the end, people need to “see the big picture” and resolve the conflict in a manner that is civilized and best for