SDI Level 1: Qualification Giving you a new perspective
Values » Relationships » Motivation » Understanding
Contents Section One - Introduction
• Introduction to this Guide • The Strength Deployment Inventory® • Copyright and Trademarks • Icons
Section Two - Getting Started
• SDI® Introduction Advice Notes • SDI® Introduction Advice Notes – Productive Elements • SDI® Introduction Advice Notes – Counter-Productive Elements • Summary
Section Four - The Trip Around The Triangle
• Welcome to Your SDI® Qualification Workshop • The SDI® in Context • Exercise 1: Who Do We Need Around Us? • Exercise 2: How Good? How Often? • Relationship Awareness Theory • The Universal Goal • Motivation, Intention and Behaviour • The Motivational Value System™ • Motivation Vs Behaviour • Summary
Section Three - Introducing The SDI®
• The Trip Around The Triangle • The Dynamic Triangle • Exercise 3: Predicting Relationship Interaction Part 1 • Frequently Asked Questions • Summary
Section Five - Conflict
• Introduction to Conflict • Conflict Triggers • Conflict Style and Sequence • Exercise 4: Predicting Relationship Interaction Part 2 • The Conflict Sequence • Exercise 5: The Conflict Sequence • Exercise 6: Identifying and Resolving Inter-Personal Conflict • Exercise 7: Personal Conflict Management • Preventable Conflict • Exercise 8: Redundancy Package Part 1-3 • Frequently Asked Questions • Summary
Section Six - Personal Strengths
• Personal Strengths • Applying the Portrait of Personal Strengths • Exercise 9: What Can I Do Differently? • Frequently Asked Questions • Summary
Section Seven - Personal Overdone Strengths
• Overdone Strengths • Exercise 10: Management of Overdone Strengths • Exercise 11: How each MVS Translates Feedback • Frequently Asked Questions • Summary
Your Next Steps
“The answer to having incredible, powerful relationships is now in your hands...” PS_SDI_Course_Book_Contents.indd2 2
Introduction to this Guide Purpose
It is laid out in a format that is easy to make notes and refer back to at a later date – please make as many notes as you feel you need to provide a personal aide memoire for future reference.
These applications can be tailored to fit individual training and organisational development efforts incorporating the use of the Standard or Premier Edition of the Strength Deployment Inventory® and the easier reading version, the Personal Values Inventory®.
Each section will start with an outline of the contents and desired outcomes plus exercises contained in that section.
This Workshop Guide provides practical information on the applications of the Strength Deployment Inventory® (SDI®) and companion instruments.
This guide assumes familiarity with basic facilitation skills as this is designed to guide you through a learning process of how to get the best out of the instruments rather than teach you how to facilitate. The Manual of Administration and Interpretation should be used along with this guide to ensure the theoretical accuracy of training and other applications. This guide is modular in construction, each module will increase your personal learning and create a complete picture for you at the end of the course. Each can be referred to and used flexibly on future programmes of your own. For ease of reference, reduced images of the overhead transparencies are also included. You will receive a full powerpoint presentation to adapt to your own needs.
How to use this Workshop Guide
This guide presents information in a commonly used way that allows concepts to build upon each other.
As part of this workshop we will ask you to consider a key relationship. We will track different aspects of this relationship as we introduce different concepts of the theory. This will act as a personal, mini case study and demonstrate how to apply the SDI® in a very practical way.
There are many ways you can receive post workshop support. Workshop Learning Guide – An audio CD which highlights the key elements of any SDI® delivery - listen to this as a reminder or just to re-imbed your learning. Manual of Administration and Interpretation - The theoretical background and additional information regarding SDI® facilitation plus statistics. Access to Personal Strengths’ staff for additional guidance on product choice and course design. The SDI® Network – if we do not have current experience of a particular application we will put you in touch with someone who does.
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Personal Strengths Q. What is a Personal Strength?
As we gain in experience from varying environments we develop behaviours which are productive. Frequently used behaviours can become habitual, which can lead to a limit on the amount of time we experiment or vary our approach to relationships or goal achievement. To learn about our ‘driving style’ gives us the opportunity to: l Be aware of the strengths we deploy habitually. l Be aware of the strengths we could develop to be more effective when dealing with others. l Understand how others may see us. l Provide feedback at a behavioural level.
This is linked to Premise 1, ‘Behaviour is driven by motivation to achieve self-worth’. There is generally a positive intent behind the way in which we deploy our strengths. In relationship awareness terms it is only a strength when the other person perceives it as a strength in that situation.
These aspects of personal strength deployment can be learned by completing a Portrait of Personal Strengths. The Portraits are invaluable tools for discovering behavioural habits and identifying potential development needs.
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Q. T o what extent do we ‘Choose’ our own behaviour? If participants believe they have no choice they will not experiment with new behaviours thus making any new training initiative irrelevant.
The collection of behaviours that make up a person’s Valued Relating Style will develop over time as they move from situation to situation. The underlying motivation for the deployment of these behaviours remains the same.
Q. What opportunities arise from ‘borrowing’ behaviours from other Motivational Value Systems? Q. What prevents people typically from using other behaviours? To sustain the effort required to develop new behavioural habits it is essential that the individual has a ‘reason why’ and that reason for change should be linked to their own Motivational Value System.
The concept of borrowing is probably the secret to developing an increasingly effective Valued Relating Style - developing a flexible approach that will enable you to communicate more effectively with more people more of the time. Mask – discuss element of ‘lack of choice’ and no personal pay off or reward.
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Exercise 11: Management of Overdone Strengths Strengths I am most likely to overdo.
Potential costs to me and to the team.
Future behaviour management (must still satisfy motivational needs!).
In Small Groups Considering my conflict triggers, how many are based on overdone strengths? Q. Thinking of your key relationship, are there any overdone strengths in their behaviour that are conflict triggers for you?
Q. What could be the strengths/intentions behind these overdone strengths?
Q. What are your thoughts on the nature of these relationships when you change your perception of their intentions?
Review previous exercise.
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