[Newspoetry] George W. Bush's MAPP assessment

[Joe Futrelle]

George W Bush

CAREER ANALYSIS
BY
MAPP(tm)

Motivational Appraisal of Personal Potential

TABLE OF CONTENTS

1.	NARRATIVE INTERPRETATION
1.1	INTEREST IN JOB CONTENT
1.2	PEOPLE
1.3	THINGS
1.4	TOP TEN VOCATIONAL AREAS

1. 	NARRATIVE INTERPRETATION
1.1 	INTEREST IN JOB CONTENT

The INTEREST section identifies the ideal job content for the
individual by identifying the human talents, called Worker Traits,
which he or she brings to the job.  These talents are listed in their
order of motivational priority and are central to the vocational
potential of an individual.  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.

	George W. Bush strives to assertively or aggressively gain
personal recognition, status, prestige, and worth in the process of
social, organizational, and/or vocational interaction with others.
George W. Bush looks for opportunity, challenge, and risk if and when
odds are strongly favorable.  But George W. Bush will avoid
opportunity, challenge, or risk if they might result in loss of
status, role, or ownership.  In many vocational activities,
recognition is a primary motivator and, therefore, an important asset.
Mark Twain once said, "I can write for two weeks on one compliment."
	George W. Bush is motivated to manage people and their
activities.  Such management can be exercised with a variety of
talents and a variety of reasons.  The primary reasons are: 1) to
exercise executive, managerial, or supervisory responsibility and
authority, 2) to have the management position, role and recognition,
3) to not be in a subordinate, supervised position or role.  Because
emphasis is on the management of people, this is a seen by George
W. Bush as a service role where the managing is in the interest of
those being managed.  Whether George W. Bush is motivated and equipped
to manage on a "take charge" or "given charge" basis (an important
difference) can be determined by the motivational strength and
involvement of other traits such as persuasive, benevolent need of
harmony, etc.
	George W. Bush seeks association with others socially,
organizationally, and recreationally.  In addition to assuring company
with others, association is an important arena and environment for
interacting with people in a variety of ways: leadership, managing,
supervising, communicating, serving, caring, etc. Other traits have to
be considered to determine how and why George W. Bush associates and
interacts with others.
	George W. Bush enjoys working at projects which 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.
	George W. Bush is interested in ideas, concepts, and meaning
as part of perceptual and mental activities.  Intellectual,
theoretical and/or creative activities are balanced with other
activities and do not have a priority or emphasis.
	George W. Bush is comfortable with routine, organized, and
methodical procedures.  But this is not a need or dependency.  George
W. Bush is able to adapt to change if it isn't too sudden, radical, or
disruptive.  There is a good balance between stability and
flexibility.
	George W. Bush 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 of 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.

1.2 	PEOPLE

In this section, seven people factors cover important activities
related to the interaction of a person with other persons.  These are
very important for individuals motivated and talented for associating
and interacting with people.  They may also be important traits for
certain "people intensive" jobs.  (Low ratings in this section may
also be quite positive and valuable, if occupations necessitate or
require that an individual function apart from others, manage his/her
own activities, or be satisfied with work in isolation.)

	Highly motivated persuasion means that George W. Bush intends
to assertively, even aggressively, make direct personal contact with
others, orally project a message with the deliberate intent and
attempt to cause the listener or listeners to hear what is said,
accept what is said, and act on what was said, so that George W. Bush
can close the deal.  If it is for commission (i.e., in the seller's
interest), it will be a hard-sell even though it might come across as
soft-sell.  If it has philosophical or benevolent objectives, it will
be soft-sell.  But if George W. Bush is defending and/or championing
the cause of the underdog or the less fortunate, then it will seem as
if some modern-day Don Quixote and/or Joan of Arc are doing the
persuading.  note: As a single trait, persuasion is the most
deliberately assertive, often aggressive, psychological
expression/effort of an individual.
	This high drive to negotiate is intellectual more than
psychological, assertive more than aggressive, logical more than
emotional, strategically winning the contest more than persuasively
winning a skirmish.  George W. Bush is strongly motivated to represent
one position in a confrontation of different views and objectives and
is motivated and determined to apply logic, strategies, and
communicative skills to cause agreement, compromise, concession, or
submission by opposing positions or views.  Persuasion is probably
involved; at least it is an asset, but it is not essential.
Intimidation may be involved, but it is a poor tool for achieving
objectives.  Strategic thinking is the key element and is also
represented in the reasoning section (Factor 1).
	George W. Bush relies on persuasive, gregarious,
auditory-musical, visual-artistic, and communicative traits to
entertain others with intent to convince them toward a particular
idea, viewpoint, direction, objective, or product.  In this Worker
Trait context, entertainment is more than pleasing people.  It has
promotional and marketing objectives.  Some activities for this trait
are: marketing, sales, public relations, television commercials,
lobbying, political campaigns, promotional consulting, sports
announcing, etc.  It can also be the effort of the individual to get
ahead in various areas of entertainment and/or acting, i.e., to
advance one's own career.  Persuasion is the primary trait.  There is
an element of risk involved because the effort has a goal tied to the
end of the act.
	George W. Bush willingly accepts responsibility for planning,
assigning, and supervising work activities of others in operational or
administrative activities.  Emphasis is on daily scheduling,
procedures, expediting, motivating, solving problems as they arise,
and meeting functional objectives.  This activity has prime
responsibility for developing the will to work in employees and
motivating them to higher levels of attainment and performance.
	Philosophical, literary, scientific, managerial and/or
persuasive traits may be involved in George W. Bush's talent and drive
to educate, train, or influence others.  The main objective is to
share knowledge and information that will be useful.  So, conveying
information to others assumes that educating self precedes educating
others. George W. Bush enjoys learning, sees the big picture,
recognizes how pieces fit the picture, and gains from passing
information on to others.  Because so many traits might be involved in
instructing activities, it is important to scan the Worker Traits to
see which traits are important.
	George W. Bush voluntarily communicates to others with the
intent or hope that the information will be in their interest and for
their benefit.  At medium motivation, it is probable that benevolent
and literary traits are more strongly motivated than the persuasive
trait.  The persuasive trait might have low motivation, but the sense
of service responsibility will cause willingness, even duty, to
communicate.
	George W. Bush is interested in people, philosophically, and
psychologically.  That interest causes a personal, ethical interest in
the potential and destiny of others.  If that interest is reinforced
by strong benevolence, George W. Bush is active in service directly
involved with and beneficial for others.  It is important to see if
George W. Bush is benevolent, gregarious, managerial, persuasive
and/or dedicated to harmonious relations.  Each or all of those traits
can be interactive with this mentoring trait and strongly influence
the if, how and why that mentoring is done.

1.3 	THINGS

Working with things, manipulation of materials and processes, and
cognizance of operational and mechanical forces or objects, highlight
this Worker Trait Code section.  None of the factors in this section
are directly related to people nor call for exclusive mental talents.
However, these factors do call for the interaction and interplay
between mental, sensory, physical, and mechanical skills.  If the
individual has a natural mechanical savvy, and likes to work with
his/her hands, this becomes a highly important and relevant Worker
Trait Code section.

	George W. Bush has sensory/physical aptitude for feeding
materials into machines or offbearing materials from machines
efficiently and steadily.  Such activity is usually associated with
assembly line processing.  It is important to review other worker
trait factors to determine if and how long George W. Bush would want,
tolerate, or cope with being locked in with machine-mandated
performance.  One must be content with this kind of activity before
one can be satisfied by it.
	George W. Bush is perceptive and alert relative to monitoring
operational processes by use of technical recording instruments.  This
includes remaining interested, alert and responsible throughout steady
operational shifts.  This activity could appropriately be called
operational/clerical because it means monitoring what is going on.


1.4 	TOP TEN VOCATIONAL AREAS

In this section MAPP presents those ten occupational titles with the
highest motivation and greatest potential for the individual's
success.  When people are searching for careers or being considered
for jobs, this list of the ten top occupations should be given serious
consideration.

	Purchase and Sales: merchandising; stores, markets
	Legal and Related: practice of law; judges, lawyers
	Sell in Seller's Interest: gain for self; commissions
	Supervisory: responsible for work done by others
	Trade Management: plan, oversee craft activities
	Investigate/Protect: monitor, enforce regarding regulations
	News Reporting: gather, write, send information
	Specialty Entertainment: please others to make sales
	Contract Negotiations: confront, persuade, close
	Modeling: artistic display; fashions, apparel

George W Bush

--
Joe Futrelle
Editor-within-chief,
Newspoetry dot com