## 1.2 TEMPERAMENT FOR THE JOB

This Temperament section identifies the motivation and talent an individual possesses and utilizes to accomplish what the above interest section says he/she wants to do. Therefore, these two sections should confirm each other. They are supposed to say the same thing from a different perspective. Here too, factors with high ratings simply identify who the individual is and the motivation and/or preferences he/she brings to a job.

Robert prefers and needs change and variety. Change is motivating, stimulating, and energizing. Robert looks for new options, challenges, assignments, acquaintances, relationships, and even new careers in new places. Robert tires of sameness, repetition, and routine even in activities that were interesting at the start. Once things become routine for Robert, this becomes a motivation to move on to more interesting things.

Mind and mental activity are very central to Robert’s vocational activities. (NOTE: “Intuition is very different from thought, from feeling and from sensation, by the major characteristic of insight. Intuition comes from the Latin meaning, literally, in to you’. Intuitive insight results from identification with,’ rather than looking at’ the object of attention. It is being a part of.’ Intuiting is a process, not of perception, but of experience. There is no need for interpretation in intuition. Intuitive relationship implies contact. So one does not perceive; one experiences.” ~~Quote from Robert Ashby) Robert has a preference or perhaps the talent or ability for experiencing abstract ideas, creativity, concepts, theory, assessment, and choice of options. New ideas and creativity must have an important place in vocation.

(NOTE: “Evaluation: to appraise carefully; to judge as to worth or amount; to estimate generally.”) Most likely, Robert has a logical mind which “makes sense” of what is perceived regarding the big picture and pieces of the picture within the context of that big picture. It is evaluation or assessment after perception, not the process of perception itself. Emphasis is on patterns, linkage, and relationships. Intuition may be involved in conjunction with this evaluation/assessment process.

Robert sees self as talented, self-sufficient, and goal-oriented. Most likely, Robert regards work activity and goals as more important than association, interaction, or involvement with people. If vocation calls for working with others, or managing the skills and or abilities of others as part of achieving work objectives, Robert is motivated and equipped to do that. When others are selected for existing, deliverable skills and/or abilities; then performance is expected. But independent, self-directed, self-achieved activity is preferred.

Robert’s preferences tend to be naturally empathetic, sympathetic, generous, and helpful. Robert is probably always ready to offer a helping hand to others. (Note: If benevolence is to be a part of vocational or volunteer activities, it is important to identify how it best functions with other traits.) Robert has a natural motivation towards being generous and helpful relative to current hurts, needs, problems, and wishes of others, particularly those who are in direct contact.

Robert willingly accepts responsibility for exercising motivated talents. These may include leadership and/or management talents and, therefore, involve responsibilities for others. This is an important, broad, in-depth factor that includes social, leadership, management, and mental activities. Perception and thinking include seeing the big picture and handling responsibilities in that context.

Robert indicates a moderate preference to work under the competent leadership of others, closely with peers, or function independently. It is valuable to identify which social environment may be best suited for Robert, but the work role in and of itself is not the motivational factor.

Robert is tolerant of routine sensory/physical activity that is tied to and timed by machine operation. It usually involves repetitious processes with occasional scheduled breaks. With only medium motivation for assembly line type of work, it is likely that feeding, offbearing, or assembly work is a temporary activity until something more interesting is found, or it is a minor part of the assigned work.

Robert is motivated to influence and convince others as part of social, organizational, vocational, or recreational activities. A motivation exists to speak up when there is reason, occasion, or opportunity to sway others to Robert’s ideas or way of thinking. Persuasive efforts may be oral, written, or via some media (like email). Motivation behind that persuasion is to get others to accept what one is communicating.

Robert accepts and exercises responsibility for organizational management but may not necessarily seek out that role for self. Emphasis is on management of people, but that is directly tied to performance of existing, available skills and abilities. Performance and results are the main emphasis. Other traits must be studied to determine if Robert manages best on a take charge or given charge basis which has much to do with how personally or impersonally, performance-based or service-based, that management style will be.

Robert enjoys and benefits from being organizationally interactive with others in work or recreational activities. This sort of preference tends to represent a motivation toward association and service. Robert also has considerable social independence so organizational association with others tends to be on a mutual-interest or mutual-activity basis. If work requires functioning independently of or apart from others, Robert is comfortable with occasional nonsocial activities.

Robert does not generally see, retain, and/or recall verbatim detail and, instead, shows an awareness of concepts, patterns, general ideas, etc. Robert “Gets the drift” of what is seen, read, or heard. Recall is in general and in relative terms and not in specifics. Numbers are sometimes transposed. Words are read as form or pattern rather than by specific letters. Although this concept is built around ability, addressed here is how these abilities generally affect current preferences and specific motivations pertaining to the situation.