Not all things are quantifiable. If anything most of the brilliant decisions made by great men and women in history were based on insight and hindsight - subjective and bold ones to the core.
In a corporate environment however, executives, managers, VPs, CEOs, and what have you, were trained to believe that numbers and graphs guarantee a bearing anchored on the belief that figures make very important and crucial decisions achievable.
Numbers are drafted because there is the need for a reference point. A ground. A footing. Whatever one calls it, it "validates" a cause.
Maybe to a significant mark this is understandable.
Graphic presentations are drawn to satiate the visual boss. Verbal (and sometimes non-verbal) communications provide a comprehensive canvas for the auditory boss. The kinesthetic boss may merit another approach - and this can be more challenging.
In these categories of bosses, all aspects must be measurable. Or should it?
Numbers. We attempt to always ensure that quantity between quantity is established... in the process, quality gets more often ignored. So now the CEO for example gets a truck load of numerical information on top his desk.
But amidst all the numbers being served on the plate, it will still and always be the boss' opinion that reigns supreme. Opinions are non-quantifiable.
At the end of the day, until a decision is made, you remain left alone.
So if numbers are supposed to help the boss decide... how on earth can one validate a performance evaluation?
If numbers are supposed to help the boss decide... how on earth can one validate a job evaluation?
If numbers are supposed to help the boss decide... how on earth can one validate an incentive program?
If numbers are supposed to help the boss decide... how can one validate which facility is better between this office space and that?
More numbers anyone?