The INTEREST section identifies the ideal job content for the individual by identifying the human motivations and preferences, called Worker Traits, which he or she may bring to the job. These traits are listed in their order of motivational priority and are central to what motivates an individual or towards what the individual may exhibit a high preference. Typically, what one wants to do is that which he/she is most likely to do and do it often enough (including training for it) to transform the raw interest into real skills, and then, to stay on that job.

Preferences for Robert fully support being perceptually, subconsciously, and consciously aware of fantasy, symbols, symbolic relationships, abstract ideas, options, and choice of options as they relate to creative or innovative activities. Perception triggers ideas in Robert’s mind, a process that just happens – a process often called intuition. It is not a conscious effort to logically “come up with” creative ideas; instead, the process is best identified with the statement that “a thought struck me.” A quote by Carl Jung probably makes complete sense to Robert: “Art is innate in the artist, like an instinct that seizes and makes a tool out of the human being. The thing in the final analysis that wills something in him is not he, the personal man, but the aim of the art.”

Robert has natural preferences that engender curiosity about the nature of things and about “what makes things tick”. In addition, motivational levels are highest where activities allow thinking focused on the inquisitive, exploratory, analytical, and experimental. “Technical” orientation is often the interaction of two or more of these traits: Scientific, Natural/Outdoor, Mechanical, and Managerial. It is important to identify the other traits involved to determine whether Robert is more technical, scientific or systems-oriented or if these traits are balanced.

Robert is conscious of existence, meaning, purpose, potential and destiny of humankind, people, and self. Robert is motivated by a self-felt, self-accepted calling to the cause of good, growth, and gain in the lives of others. Influential communication of ideas is a primary way of achieving those objectives. Perception and thinking tend to be holistic and conceptual; i.e., seeing the big picture. It is important to see which of the other traits are interactive with this trait because there can be many interesting combinations. This is a major trait in cultural, intellectual, academic, and creative activities. It includes ideas, concepts, theory, ethics, and values.

Robert enjoys associating and interacting with people but likes independence as well. So the activity, rather than people, is more than likely the deciding factor. Where mutual interest is the purpose for association, Robert willingly participates and cooperates. Where interests differ, Robert will independently pursue those interests.

Robert enjoys social or vocational interaction with others but is not dependent on direct contact and association. If some work responsibilities or activities require functioning apart from others, it can be done without the need for social breaks to be with others. This flexibility is an asset in trade activities, operating machines or equipment, and in many technical and outdoor activities.

Robert has a preference for physically working with things and objects, but that activity is probably secondary or a minor part of a more important activity, such as operating a vehicle as a part of his/her work. It is an asset to be handy with one’s physical talents, tools, appliances, etc.

Robert is moderately motivated to manage others on a social or organizational basis as part of overall vocational responsibilities and activities. Rather than functioning in the top executive or managerial position or role, Robert is possibly more comfortable with a position in middle management or as a group or team leader. Motivational levels of related traits can identify reasons and/or preferences for such management roles and responsibility.

Robert’s preferences can include routine, organized, and methodical procedures, but this is not a need or dependency. Robert is most likely to adapt immediate preferences to change if it isn’t too sudden, radical, or disruptive. The predominant motivation is to strike a good balance between stability and flexibility.

Robert is motivated to work on projects that are planned, scheduled, and completed. This indicates a preference to complete a project rather than leave it unfinished. But completion or achievement may be offset by switching to a project of higher priority and/or interest, with the hope that the uncompleted project may be done another day. What is not completed will probably be kept in mind until it is completed.

Robert has little need for or is not motivated by recognition, status, or competitive gain. Comfortable and satisfied with a subjective estimate of self in relation to others, opinions others hold about this person do not present serious effects, one way or the other. For Robert, personal and internal interests or drive motivates performance, not the promise of favor, recognition, or reward from external sources.

Table of Contents1.2 TEMPERAMENT FOR THE JOB