Results and Performance
The objective of most performance interventions can be stated in terms of results or impacts, such as reduced turnover, improved efficiency, reduced costs, or better quality.
These impacts or results are achieved by closing performance gaps, developing employees to achieve better results, improving process, and removing performance obstacles.
This also has a reverse causality in that not only does great performance cause impacts, but impacts also cause great performance to increase since people tend to continue behaviors that are perceived to be effective. This two-way flow of causality is known as the zone or flow — the state of consciousness where the performers are totally focused, energized, and confident.
Note that it is NOT the impact (reward) that causes the behavior, but rather the behavior is used to control the impact (reward). For more information, see Perceptual Control Theory
Results are one of the main drivers of innovation. That is, you have to be able to prove that an idea, new process, etc. actually works in order to maintain your credibility. Nothing destroys your credibility faster than a business case full of gaping holes. Thus, trust breeds innovation, communication breeds trust, getting feedback breeds communication, and feedback helps to bullet proofs innovation.
In addition, business units that get results are normally seen as an important asset during periods of downward spirals. That is, rather than being seen as a cost center that is seen as expensive; you need to be seen as a transformation and strategic center that provides value to the organization.
Learning Outcomes (Results)
Most often we view results as the final outcome of an intervention that can easily be measured, such as reduced costs, customer satisfaction, improved quality, etc. However, often the results are going to be internal to the targeted individuals. These are known as learning outcomes.