Contextual Framework for Evaluating Candidates for Elected Offices (Draft Idea)
James A. George
Independent Author/Journalist
10555 Montgomery Rd #46
Montgomery, Ohio 45242
571-499-1343
Abstract—Following the publication of How to Select an American President © 2017, Archway Publishing[1], I launched a blog to continue the discussion and to share it on Facebook. Persistent questions are how I arrived at weighting selection criteria as a baseline and about quantitative evidence or proof behind the postulated evaluation method. Dr. Daniel Kinderman, Associate Professor, Comparative Politics and International Relations Director, European Studies Program at the University of Delaware, explored the possibilities and continued to inquire. Specifically, he said, "One of the reviewers wrote that the criteria used in assigning scores remain unclear and vague." I think that the criteria in the subject book are identified, though the substantiation deserves a more rigorous test, and that is why I invite and welcome academic diligence. In response, I am pursuing the challenge in this paper, supported by additional research.
Keywords—process, job model, skill, knowledge, experience and proficiency derivation, character, selection criteria, resume, evaluation
I. Introduction
I would like you to post job descriptions for every elected position. The process for evaluating candidates for elected office (not only for president of the United States) begins by understanding the job to which a candidate seeks. In the subject book, I present a job modeling technique[2] that establishes consistency when adopted by participating communities and gives familiarity and stability to the process.
Job Model for Elected Position: Defines the primary tasks and subtasks to be performed by the incumbent.
Derivation of Skill, Knowledge, Experience, and Proficiency Requirements: One can determine the requirements by considering the work involved in completing the tasks.
Skills: the ability to do something well. Skill might be the umbrella term for a collection of detailed attributes such as:
· Quick thinking
· Empathy
· Planning and organization
· Analyses issues
· Communicating verbally and in writing
· Computer use
Knowledge:
· Subject matter expertise
Proficiency:
· Specific measures of achievement
Experience:
· Evidence of having applied and practiced relevant abilities through work
Behavioral Factors:
"Behavior is affected by factors relating to the person, including physical factors - age, health, illness, pain, influence of a substance or medication. Personal and emotional factors - personality, beliefs, expectations, emotions, mental health. Life experiences - family, culture, friends, life events." [3] Today, we know the importance of honesty and the propensity for lying and exaggeration with consequences.
It is relevant to understand at what point in an individual's life cycle did they decide to pursue an elected position in government? For instance, was public service always a first choice in a career pursuit? Did the candidate have a plan to acquire specific "credentials?"
Credentials: qualification, achievement, personal quality, or aspect of a person's background, typically when used to indicate that they are suitable for a position.
People self-assess at different points in their work life cycle and adjust and adapt to emerging opportunities. They seek to optimize the best fit. According to consultant Lesah Beckhusen, President of SkillScan, Skilled Presenter, Assessment Developer, and Career Coach, "My clients all have one thing in common…they are seeking a career that makes use of their talents and helps them find meaning." To what extent have the candidates prepared for the path of elected office? When did they decide, and where are they along the "maturity" curve?
Maturity Curve: People embark on a sustainable work journey before or after college. Their pursuit may require continuing education to keep pace with how technology affects the workforce and business opportunities. Technology impacts government work similarly.
In considering candidates for high offices – President, Vice President, Member of the House of Representatives and Senate, the job model dictated the necessity to possess knowledge of the law. There are no legal requirements for this, though it is hard to imagine how incumbents can perform without it. In the absence of legislated job requirements, the political system depends on two sources of expertise in personnel management:
1) 1) Commercial Enterorise
2) 2) Government Enterprise
The models for commercial and government enterprises vary significantly, as discussed next. For now, please consider how much time and action is needed to acquire skill, knowledge, and experience to support performing the defined tasks of the job to which candidates seek office.
"The commercial business aims to profit by providing goods and services. The government business is service -- well managed, one hopes, and not wasteful, but never at a profit. There is no such thing as government money. Governments have no money; they have only what they take from their citizens, either in taxes or by inflation. And if government accrues profit, it can only do so by taxing too much or eroding the value of the citizens' income and savings -- in either case harming, not good, to the people who have created it for the advantages such a common effort is presumed to bestow." [4]
The processes and mechanisms for performing government work are a product of legislation—laws, and regulations. Commercial processes and mechanisms are the competitive inventions of entrepreneurs.
Government enterprises operate on revenues and cash flow as a product of taxation. Commercial enterprises use gains from capital investment and profits. The goals and outcomes are considerably different, as are the performance metrics and methods of accountability.
The federal government enterprise is highly complex, guided by laws and regulations about which the general public must increase knowledge and awareness to be effective as responsible citizens. This research and report are part of a lifelong commitment to preparing the public for its duties. The foundation for this discussion is the book.
Common among large commercial corporations and government enterprise is the management of complex systems and organizations.
[1] https://www.archwaypublishing.com/en/bookstore/bookdetails/740516-How-to-Select-an-American-President
[2] Job modeling technique was first learned at AT&T, where the author was an instructional technologist, and subsequently at D. Appleton Company, where IDEF Process Modeling tools expanded the process.
[3] https://www.health.nsw.gov.au/mentalhealth/psychosocial/principles/Pages/behaviour-factors.aspx#:~:text=Behaviour%20is%20affected%20by%20factors,%2C%20culture%2C%20friends%2C%20life%20events
[4] "The Difference Between Business and Government," The Atlantic, by Micky Edwards, June 13, 2010
