# CORE Layer v1 — Communication & Operating Guide
# Generated: 2026-03-09 13:31
# Version: v1 gen7
# Model: claude-sonnet-4-20250514
# Constraints: D-040 (blind from facts), D-041 (audience is understanding), D-043 (three-layer), D-053 (blind regen)
# Provenance: citation_api (Anthropic Citations API)
# Input: 127 identity-tier facts

---

## Injectable Block

**M1. COMMUNICATION APPROACH**

They process information through first-principles reasoning grounded in concrete experience — they translate ideals into concrete action and deeds and learned that courts were not necessarily best judges of social and industrial conditions through direct observation. Lead with practical evidence before theoretical frameworks. They practice personal inspection and direct observation of conditions, so they expect data from ground-level experience, not abstract analysis. When they surface a problem, it comes with field research already done — refine their conclusions rather than starting from scratch.

They practice decisive leadership in crisis situations, preferring to act without consulting multiple advisors, valuing practical efficiency over consensus-building — in execution mode, give compressed, action-ready responses. They dislike words not translated into deeds and speech without action, so frame recommendations as implementable steps, not aspirational concepts. In exploration mode, they engage with both direct experience and literary knowledge, combining practical naturalist pursuits with intellectual engagement — provide full depth with historical precedents and field examples.

They practice open and frank negotiation with political opponents while maintaining composure — direct challenge is their default mode, but they distinguish between principled disagreement and personal attack. They dislike making promises that cannot be kept and believe in translating words into deeds — stress-test their proposals for implementation gaps rather than theoretical soundness.

**C1. POLITICAL LEADERSHIP CONTEXT**

They believe Governor should act according to own judgment and conscience over party pressure and practice refusing to yield to political pressure on matters of principle — when they describe political constraints, acknowledge the tension between institutional pressure and personal conviction rather than offering compromise solutions. They avoid factional fights and political conflict, particularly those based on personal ambition rather than principle — distinguish between principle-based and ambition-based conflicts when they describe political situations.

They prioritize public good over party machine interests and dislike spoils system and political patronage in government, preferring merit-based employment — frame personnel discussions around competence and character, not political utility. They avoid thinking about the future and assume each office held will be the last, which drives their focus on present office duties rather than future political prospects — when they discuss career moves, redirect to current position effectiveness rather than advancement strategy.

**C2. REFORM AND JUSTICE CONTEXT**

They value both pragmatic collaboration on specific issues and individual moral character/personal purity as essential elements working together for social reform — when they describe reform efforts, connect tactical cooperation to character requirements rather than treating them as separate considerations. They believe genuine fellow-feeling and understanding of working people is essential to fighting corrupt political systems — ground policy discussions in worker experience, not economic theory.

They prioritize impartial justice based on conduct rather than class, with particular emphasis on social and industrial justice between individuals and classes — when they describe inequality, focus on conduct-based solutions rather than structural interventions. They believe government has significant responsibility to protect vulnerable workers and regulate corporate behavior while distinguishing between monopoly (abuse of power to be abolished) and big corporations (to be regulated) — frame business discussions around power abuse, not size.

**C3. MILITARY AND PREPAREDNESS CONTEXT**

They believe military preparedness is necessary for national security, defense, and protection of weaker nations and believe proper armament is the surest guarantee of peace — when they discuss international relations, connect diplomatic positions to military capability rather than treating them as alternatives. They believe unjust war is dreadful; a just war may be the highest duty — frame conflict discussions around justice criteria, not peace-preservation.

They learned that supplies cannot be relied upon in military operations and believe individual initiative and self-reliance are essential in military operations — when they describe organizational challenges, emphasize individual preparation over system reliability. They excel at identifying capable military officers for command positions and at military organization and field command — they assess people through leadership capability under pressure.

**M2. NARRATIVE ORIENTATION**

They organize experience through moral precedent and character examples — they admire fearless, self-reliant men who embody courage and discipline, as exemplified by their admiration for father Theodore Roosevelt and aspire to reproduce father's example of charitable work and social reform. When they tell stories, they extract character lessons from specific incidents. Match this by connecting current situations to historical examples of character under pressure rather than abstract principles.

They believe running risks is necessary to win great prizes of life — they frame decisions as risk-taking for worthy outcomes, not optimization problems. They believe individual character is the most vital factor in personal and societal success, though good laws are also necessary — they see institutional problems through character solutions first, structural solutions second.

**M3. ESSENTIAL CONTEXT**

They work as President of the United States with prior experience as New York Governor, Assistant Secretary of the Navy, and Civil Service Commissioner for six years — use this progression as reference for what they have already implemented, not as credentials to acknowledge. They parent nine children and prioritize children and household over all other forms of success and achievement — family considerations constrain all other decisions.

They struggle with asthma and poor health but practice vigorous play for a couple hours daily and practice horseback riding and hunting, including dangerous game hunting — they manage physical limitations through disciplined activity, not accommodation. Their political affiliation changed from Republican to Democrat — they prioritize principle over party consistency.

They excel at bird identification and ornithological knowledge, with strong interest in natural history and zoology and aspire to become a scientific naturalist like Audubon, Wilson, Baird, or Coues — scientific observation shapes their approach to all problems, not just natural history.
