1. 
I. What is MBTI ?

A basic description of the Myers-Briggs Type Indicator (MBTI) can be found at the
Center for Applications of Psychological Type website: http://www.capt.org/mbti-
assessment/mbti-overview.htm
Two key statements from this document are as follows:
“The essence of the theory is that much seemingly random variation in behavior is
actually quite orderly and consistent, being due to basic differences in the way
individuals prefer to use their perception and judgment." [my emphasis]
“The aim of the MBTI instrument is to identify, from self self-report of easily
recognized reactions, the basic preferences of people in regard to perception and
judgment, so that the effects of each preference, singly and in combination, can be
established by research and put into practical use.”
Therefore, at its core, the MBTI is about cognition, i.e. how people come to know
something through the encoding, storing, processing, and retrieving of information. The
MBTI suggests that behavior flows from understanding “What” types of questions:
• What is this?
• What is happening or what has happened?
• What does this mean?
Basically, then, the MBTI says that what people know determines what they will do.

II. What is the SDI ?

A basic description of the Strength Deployment Inventory (SDI) can be found at the
website of the instrument’s publisher http://us.personalstrengths.com/sdi.php?id=104
The SDI is a motivational assessment that provides an understanding of what drives us
and what drives others in our relationships. As a tool about motivation, the SDI speaks to
our personal, deliberate, intentional strivings for what matters most: i.e. our values,
which raise questions of:
• What do I want?
• What is most needed?
• What are my intentions and goals?
The basic premise is that the better we understand what we want from others in our
relationships and the better we understand what others want from us, the more we can
control the outcomes of our relationships. In other words with greater understanding
comes greater power to relate in a way that achieves the results we desire.
The SDI is built on a theory that says that all people want to have relationships with other
people. Therefore, the SDI says that what people want from their relationships determines
what they will do. More simply, the SDI is about why people do what they do.
1

2. In addition, the SDI is a dual state assessment in that it addresses motives and behavior
both when things are going well in our relationships and also when we are experiencing
conflict in relationships.
III. The rationale for using both
At the highest level we can say that what is on our “minds” determines our behavior. The
concept of mind can be thought of as consisting of three components:
• Cognition – intelligence: the encoding, storing, processing, and retrieving of
information
• Affect – emotional interpretation: how do I feel about this [person, knowledge,
idea]?
• Conation – motivation: putting knowledge and feelings into action
Therefore, to more fully understand a person we need to know not only what they have
on their minds (their perceptions and judgments) but also how they feel about that
knowledge and then how those thoughts and feelings impact the way they relate to other
people. Once we understand those three things, we can significantly understand what
somebody has “on their mind.”
The MBTI is the premier assessment to address personality from the standpoint of
cognition. Advanced applications of the MBTI can also provide insight into affect and
motivation however this requires extensive knowledge of the MBTI and its theory.
The SDI focus is motivation and specifically motivation in relationships. It helps us
understand what drives us to put what we know into action. We might say that the SDI
tells me what I want and that the MBTI tells me how I go about getting what I want. In
addition, the SDI pulls in the affective component of behavior by providing insight into
what is causing us to feel the emotions we are experiencing. Very little advanced
knowledge of the SDI is required to generate these insights.
Another way of looking at the differences is to see the MBTI as an “intra-psychic” tool,
i.e. it’s goal is for me to grow in self-awareness by discovering what is going on inside
my own mind and my own “interests, reactions, values, motivations, and skills.” [from
the CAPT website]
The SDI can best be thought of as an interpersonal tool in that its purpose is help people
make behavior choices in regards to others to build communication, trust, empathy, and
effective, productive relationships.
By understanding what is going on within me and how I translate that into how I relate to
others around me, as well as how others affect me, I have a fuller understanding of my
behavior that can be applied to teamwork, mentoring/coaching, leadership and
management, job satisfaction and retention of personnel, and my own personal
development.
2

3. IV. Practical differences
MBTI SDI
16 personality types of consciousness 7 different Motivational Value Systems
indicative of differing habitual modes of indicative of themes or clusters of values
gathering information and making
decisions
Four scales: Extraversion-Introversion; Four core motives: Altruistic-Nurturing
Sensing-Intuition; Thinking-Feeling; (Blue); Assertive-Directing (Red);
Judging-Perceiving Analytical-Autonomizing (Green);
Flexible-Cohering (Hub)
Single state assessment – normal, Dual-state assessment – when things are
conscious, behavior preferences going well and when experiencing conflict
Flow of mental energy Emotionally satisfying motives in
relationships
Preference on each scale determines Frequency of being driven by each core
personality type motive determines Motivational Value
System
93 item forced choice assessment 20 item assessment with 3 choices per
item; 10 total points are allocated to each
choice by how frequently each choice is
true
Self-score option available but not as Self-score and online versions are the same
accurate as online version so best practice so the SDI can be given during a workshop
is to give the assessment prior to feedback and not by necessity in advance
Additional insights provided by the Step II Additional insights provided by Portrait of
instrument (no additional certification Personal Strengths, Portrait of Overdone
required); and Step III instrument Strengths (no additional certification
(additional certification for those meeting required); and Feedback and Expectation
certain qualifications) editions (additional certification required
but no restriction on who may be certified)
No true feedback or expectation versions Feedback and expectation versions
available
Developmental assessment (identifying and No developmental assessment available
enhancing effectiveness in perception and
judgement) available (Step III)
3

4. V. MBTI Strengths
Robust underlying theory and supporting research
The MBTI is built upon Jung’s theory of psychological types which itself is a part of a
larger system of analytical psychology. There has been a tremendous amount written by
Jung himself and numerous books and publications by Jungian analysts.
The MBTI assessment likewise has been supported for over 60 years by ongoing
research. CAPT has listed over 11,000 references for the MBTI including doctoral
dissertations, masters thesis, journal articles, books and publications. There is virtually no
application of the MBTI that does not have documentation in support of it:
http://www.capt.org/research/MBTI-bibliography-search.htm
More trainer tools/resources
Related to above are the many books written on the MBTI that help trainers learn more
about the instrument’s applications and increase their skill level. A recent search of
Amazon.com on “Myers-Briggs” found 1,288 results.
User groups and social networks
The Association for Psychological Type International (APTi) is the international
membership organization for professional users of personality type. It’s over 2,000
members meet in local or electronic chapters to discuss type or be part of presentations
and workshops from the top practitioners in the world.
https://netforum.avectra.com/eWeb/StartPage.aspx?Site=APTI
There are also many less formally organized but very active type user groups across the
internet and most popular social media such as Linked In, Facebook and internet forums.
Finally, there are numerous business organizations devoted to advanced application
training in the MBTI provided by world-class trainers. These are done in both on-the-
ground and webinar formats.
Breadth and Depth
All of the research and writing on the MBTI has provided insights on how to use the tool
in every imaginable application. Furthermore, as noted above:
• the MBTI assessment is itself based upon a rich psychological theory;
• and that theory is also part of a larger theory of the psyche from both a personal
and collective level.
What this means is that the MBTI can have an extraordinarily long life – “give me your
four letters and I can talk to you about them for the rest of your life”. An understanding
of the structure of one’s MBTI type (the dominant, auxiliary, tertiary, inferior and
unconscious functions) has tremendous implications for personal, lifelong development.
This requires a great level of knowledge and skill by an MBTI practitioner but the
capability to generate enduring lifetime self-discoveries at very deep levels is inherent
within the MBTI assessment.
4

5. VI. SDI Strengths
Self-evident and instant “a-ha” impact
According to CAPT, the MBTI . . . “is designed to implement a theory; therefore the
theory must be understood to understand the MBTI instrument.” Therefore, MBTI
facilitators must teach a great deal of theory during the course of providing feedback.
By contrast, the four basic premises of Relationship Awareness Theory are very easily
explained and the SDI virtually teaches itself. The various motivational factors are self-
evident and self-discovery occurs in the process of listening to others rather than the
facilitator.
The practical outcome of this is that while it can take as much as 3-4 hours for a
participant to get their 4-letter MBTI results, SDI workshop participants can literally
begin the self-discovery process within minutes if they have taken the assessment prior to
their feedback session.
Easy to identify and remember differences
Because the characteristics associated with the motivational values are connected to
affect, SDI participants often “feel” (in a physical sense) the energy associated with their
MVS and an immediate sense of discomfort with MVS different than their own. This not
only validates their own personal style but also makes the styles of others very
memorable.
Also my anecdotal experience and that of others is that more people will remember their
MVS “colors” over time than their MBTI types. And the fact that there are only seven
highly identifiable colors rather than sixteen types comprised of four scales makes the
SDI easier for participants to put into practical use. The temperament model of
personality simplifies type by using four highly differentiated and very memorable
groups rather than sixteen but this is an advanced application that many trainers have no
experience with.
A system rather than a type
A frequent objection to the MBTI (and other “type” assessments) is that people feel they
are being “put into a box” or forced to decide between two acceptable choices. The SDI
describes a system of motivations rather than type of personality because it doesn’t ask
participants to make a choice between behaviors but rather state how often they use
certain behaviors. Since most people feel that their behavior “depends”, there can be a
greater sense of comfort with an assessment that allows someone to answer questions
according to the way they see themselves actually behaving.
In truth, the MBTI theory is that each type occurs because of a systematic use of one’s
preferred mode of perceiving and judging and relatively less use of one’s non-
preferences. It assumes that behavior does “depend” but the more frequent use of certain
preferences over others will result in a distinct and observable type of personality.
The practical strength of the SDI is that your result not only provides the kind of system
(most frequent theme of motivation) but your scores also plainly state the amount of time
that you see yourself in each of the core motives. With the MBTI, the underlying system
5

6. of preferences (from dominant to inferior functions) is not seen in one’s four-letter code
nor is that system typically explained in an introductory workshop.
Less trainer knowledge required
The MBTI was intentionally designed to implement a theory of psychological type. To
effectively teach the MBTI, a trainer needs to know and also be able to teach the
underlying theory. Therefore, a typical workshop involves a great deal of teaching along
with group facilitation.
The SDI, by its design, is intended to facilitate conversations between people about their
relationship. It is best taught by allowing people to quickly connect with the energy of
their inner motives and discover more about themselves by listening to others. It is much
less theory intensive and requires more facilitation skills to allow and manage the
conversations as opposed to teaching skills.
VII. When to Use the MBTI or the SDI
The basic premises in using either tool are as follows:
• The objective of using either tool is greater self-awareness for better self-
management.
• Both tools have great value and complement each other very well. Even though
they measure different things, they are both highly effective vehicles for self-
discovery.
• Because of their complementary value, best practice is to use both in an integrated
fashion.
• The key to integration is to continually be clear regarding the key difference
between the MBTI and the SDI, which is behavior preference v. motivation.
This difference can be succinctly stated as follows:
- What I want (SDI) and how I go about getting it (MBTI) or
- What I tend to do (MBTI) vs. why I want to do it (SDI)
An article entitled The SDI and MBTI: Make Distinctions Rather Than Connections with
examples of those distinctions can be found here:
http://us.personalstrengths.com/sdiblog/?p=177
Both tools have been successfully used in all of the common organizational applications
such as team building, leadership development, project management, coaching and
personal development, etc. However, in deciding which tool to use, instead of thinking
in terms of application, a better approach is to define the desired outcomes for the
application.
In other words, if using an assessment for leadership or management development, what
is it that you want them to do better: communicate; create engagement; manage change?
If it is for team building, what does the team need to do better: collaborate; communicate;
manage conflict?
6

7. Defining what the desired outcome is will often result in a decision about which tool to
use and how to focus the training. The table below provides some general considerations
regarding how to approach the use of either instrument.
MBTI SDI
Conflict prevention and Can indirectly point to SDI is preferred because
management– getting into it potential sources of conflict conflict is primary focus of
less often, getting out it faster but more around tasks rather the assessment and conflict
than relationships is addressed directly in an
introductory session
Communication: the Because it deals directly with Deals with communication
exchanging and processing of information processing, the indirectly as path to greater
information MBTI is preferred interpersonal influence
Collaboration (Teamwork): Good because it raises SDI is preferred because it
where are they coming from? awareness of different ways of makes easily identifiable
Why of behavior as opposed approaching similar tasks but what makes a task
to what; engagement, does not address motivational intrinsically satisfying, i.e.
motivators, demotivators issues, i.e. the why of behavior issues of motivation,
as opposed to what demotivation and
engagement
Temperament theory helps
type theory address the above.
Problem Solving and Decision MBTI focus is process, i.e. SDI focus is values, i.e. what
Making what information are we using matters most
and how will we evaluate it
Work Styles/Project MBTI is preferred as it SDI is more relationship
Management directly measures preferred focuses, i.e. preferred ways of
ways of approaching tasks dealing with others
Culture: shared attitudes, Type table analysis will raise Composite Portrait of Personal
values, goals, and practices awareness of this, especially Strengths and/or Team
that characterize an institution, looking through various lenses Expectations Portrait analysis
organization or group such as Temperament, will raise awareness of this
function pairs, attitude pairs, directly
interaction styles
Stress Task-related stressors Restriction of Valued Relating
generally related to forced use Style of overuse of mask
of non-preferences behaviors as indicated by
Portrait of Personal Strengths
Much research and resources
available regarding “grip”
experiences
Change management What people will do to What people need during
manage the change change to fully engage it
In addition, there are two appendices to this document that address specific outcomes and
which tools are appropriate to use.
7

8. VIII. Two Critical Considerations
Time: one time vs. extended time
After hundreds of MBTI and SDI introductory workshops, my own anecdotal experience
is that the SDI provides the greatest impact on self-awareness and behavior in a short
amount of time. You teach less theory; generate more discussion and understanding of
one’s own style and that of others; provide insight to the sources of conflict; and how
conflict manifests itself. Furthermore, due to participants’ strong identification with the
color scheme of the SDI, it does appear to be more memorable and have more traction
with the organization or team over time.
This is not to minimize the value of an MBTI introductory workshop. It’s success as the
widely used psychological instrument in the world demonstrates that it is a proven
effective tool for self-discovery. Having said that, the MBTI is too often underutilized
compared to its full potential. The MBTI’s true strengths lie in its complex structure and
those strengths are best realized over time rather than at one time.
However, because the MBTI’s focus is on how people best gain and apply knowledge, it
is probably a superior tool to use in certain applications. This document contains
suggestions for where the MBTI or the SDI should be the primary assessment. But for a
one-time general teambuilding or self-discovery event, I believe a greater impact can be
achieved with the SDI.
Trainer skill and impact
In general, the things the SDI can accomplish can be done with no additional training.
Therefore, a trainer does not have to be especially skillful to create a significant impact
on the desired outcome with the SDI.
The potential for a deeper and longer-term impact is greater with the MBTI than the SDI.
However, to achieve this potential requires learning a complex theory and being able to
relate that theory in a practical and actionable way. This cannot be done without a
commitment to additional training and study as well as experience teaching the advanced
content.
8

9. 
Appendix A. 18 Ways You Can Use the Myers-Briggs Type Indicator or the

Strength Deployment Inventory to Create Better Teamwork
MBTI
SDI
1. It
will
tell
you
why
some
Good
Good
people
think
and
act
differently.
2. You
can
identify
areas
of
Good,
through
type
Good,
through
using
strength
and
possible
blind
table
analysis
POPS
and
PODS
spots
of
the
team.
3. When
team
members
Yes
Yes
understand
their
styles
and
the
styles
of
others,
they
are
likely
to
be
more
effective
working
together.
4. It
will
reveal
what
types
of
Best
Good
information
each
team
member
presents
first
and
pays
the
most
attention
to.
5. It
will
reveal
how
people
Good
Best
respond
to
conflict
and
provide
a
framework
in
which
team
members
can
identify
and
reduce
sources
of
conflict.
6. It
will
help
you
understand
Best
Good
but
team
members’
differing
interpersonal
values
approaches
to
creativity,
focused
rather
than
decision-­‐making
and
process
focused
problem
solving.
7. It
will
reveal
what
role
Good
and
even
better
Best
people
prefer
to
play
as
part
using
Temperament
of
a
team.
model
8. It
will
reveal
the
cultural
Good
Good
norms
of
the
team.
9. It
can
provide
team
Good
and
even
better
Best
members
with
awareness
of
using
Temperament
what
irritates
them
and
how
model
they
irritate
others.
9

10.
MBTI
SDI
10. It
can
assure
that
the
Good
and
even
better
Best
positive
contributions
of
using
Temperament
each
team
member
are
model
recognized
rather
than
devalued.
11. It
will
reveal
differences
Best
N/A,
the
SDI
is
more
among
team
members
in
relationship
focused
their
styles
of
time
and
than
task
focused
project
management.
12. You
will
have
a
tool
for
Best
Good
strengthening
communication
among
team
members.
13. It
can
help
team
members
Good
Good
understand
and
adapt
to
differences
in
management
and
leadership
style.
14. It
will
reveal
what
types
of
Good
Best
work
projects
and
environments
each
person
thrives
in.
15. You
will
better
understand
Best,
relates
to
N/A
team
members
who
may
introversion
and
keep
their
best
side
hidden.
extraversion
16. It
will
reveal
differences
Good
and
even
better
Best
among
team
members
in
using
Temperament
terms
of
what
they
value
and
model
what
they
consider
“ideal”.
17. It
can
provide
team
Good
and
even
better
Best
members
with
awareness
of
using
Temperament
what
they
find
motivating
model
and
rewarding.
18. It
provides
insight
into
what
Best,
especially
as
it
Good,
more
regarding
causes
stress,
how
one
relates
to
function-­‐ interpersonal
conflict
behaves
under
stress
and
attitudes
and
due
to
mask
how
to
recover
from
it
Temperament
behaviors
10

11. 
Appendix
B.
Nine
Reasons
Why
the
Myers-­Briggs
Type
Indicator
or
the

Strength
Deployment
Inventory
Can
Help
You
Be
a
Better
Leader
MBTI
SDI
1. It
will
tell
why
some
people
Good
Good
think
and
act
differently
than
you.
2. It
will
reveal
the
natural
Good,
task
focused
Good,
relationship
strengths
each
person
has
to
focused
offer
you.
3. It
will
give
you
tools
for
Best
Good
strengthening
your
communication
with
others.
4. It
will
help
you
understand
Best,
relates
to
N/A
people
who
may
keep
their
introversion
and
best
side
hidden.
extraversion
5. It
will
reveal
what
types
of
Best
Good
information
you
and
other
people
present
first
and
pay
the
most
attention
to.
6. It
will
reveal
what
types
of
Best
Good
work
projects
a
person
thrives
in.
7. It
will
reveal
what
types
of
Good
and
even
better
Best
work
environments
each
using
Temperament
person
thrives
in.
model
8. It
will
reveal
how
people
Good
Best
respond
to
conflict
and
provide
a
framework
in
which
others
can
identify
and
reduce
sources
of
conflict.
9. It
will
reveal
what
role
people
Good
and
even
better
Best,
easier
to
prefer
to
play
as
part
of
a
using
Temperament
understand
about
team.
model
others
11

12. Appendix
C.
Self-­Selection
Ratio
Analysis
Self-Selection ratios are used to determine how frequently different MBTI types appear
in groups of similar characteristics. It compares the percentage of each type in a sample
group to the percentage of that type in a base comparison group. When a type preference
has a ratio greater than 1, it is said that this preference is over-represented in this group.
When a type preference has a ratio less than 1, it is said that this preference is under-
represented in this group.
I did a Self-Selection ratio analysis that used my
own
database
of
225
individuals
who
have
validated
MBTI
and
SDI
results
and
identified
a
single
MVS,
i.e.
I
did
not
include
people
self-­‐reporting
multiple
MVS,
e.g.
“Hub/Red”
or
“Blue/Blue-­‐Green.”
An
example
of
my
analysis
is
this:
I
looked
at
the
percentage
of
Extraverts
there
were
in
the
Blue
MVS
group
(65%).
I
compared
that
to
the
percentage
of
Extraverts
in
my
total
database
(52%).
65%
÷
52%
=
1.25.
Therefore,
Extraverts
are
over-­represented
with
the
Blue
MVS
group.
This
type
of
analysis
was
done
for
each
of
the
eight
MBTI
preferences
and
each
of
the
seven
MVS
groups.
The
over-­‐represented
preferences
greater
than
1.2
for
each
MVS
Group
are
below.
Blue E 1.25
F 1.85
Red-Blue E 1.57
F 1.24
Red E 1.35
T 1.56
J 1.32
Red-Green T 1.95
Green I 1.72
S 1.44
T 1.69
Blue-Green I 1.64
F 1.21
Hub T 1.22
It is critical to keep in mind that all MBTI types are in each of the MVS groups.
Therefore, over-representation does not mean equivalence, i.e. Blue does not equal
Feeling or Green does not equal Thinking. 1 It is far more insightful to be able to say,
“Extraverted Blues relate to people this way and Introverted Blues relate to people that
1
It
is
interesting
to
note
that
all
of
the
18
Red-­‐Greens
in
my
database
prefer
Thinking.
12

13. way”, than to say “Blues tend to be extraverts.” Again, my article at
http://www.personalstrengths.com/sdiblog/?p=177, has a number of real-life examples of
different preference-based behavior within the same MVS group.
13