I experienced the reverse problem. When I spoke of results, metrics, outcome measures, impact or value, I lost my HR students. I was not speaking their language. It appeared most students drawn to the HR and T&D professions are process oriented. From a results orientation, they appear to be "going through the motions", "spinning their wheels", or "stuck in a rut". From their own process "epistemic frame", they are complying with management directives, conforming to policy requirements and implementing "change management plans".
2. Your clients, be they sales teams or management, live in a world of results. That is the language they speak, and you are too removed from them if you are not speaking this language.
When I talked of metrics with students in management courses, I spoke their language. They are preparing to "live in a world of results" as Clark says. Yet I eventually saw what was missing in their results orientation also. The focus on results can escalate adversarial contexts, reward shortcuts, disrupt ecologies and harm informal communities. Their results orientation needed to be combined with a system orientation that considers side effects, context and widespread repercussions. (Geetha's comment on Clark's post adds some context that was missing)As I further explored storytelling, game design and uses of the theater metaphor in business, something else appeared missing from all the process, results and systems orientations.
Everything we do is creating an experience for ourselves and others. We are always telling a story with our words and actions. We relentlessly create a game with our "epistemic frame" that sets up others to score points or get penalized. We continually succeed or fail at being immersive or engaging. We are either perpetuating "more of the same old same old" or transforming our world.