Both of these are perfectly valid approaches to selecting employees. They have worked well for nearly a century. However, the manager gains definite advantages by finding past behaviors that support current needs. When all is said and done, the best predictor of what a person will do is what they did before. Likewise, people who learned to avoid repeating a mistake are less likely to even make similar mistakes in the future.
Ringer takes the behaviorally descriptive interview principle to a still higher plane.
He believes every interview is worth as much time and effort as it takes for mutual discovery. He is a leader. Naturally, his approach discovers behaviors that indicate ability and willingness to do the job in question. It also verifies behaviors that ensure a match between the applicant's and organization's core values. Rising to this leadership level can be as simple as asking one or two additional questions.