gpt-oss-120b на кейсе «Роль совета директоров»: с Minto лучше по обеим мерам
Структура 1 → 3 из 8 +2 Качество 6 → 7 из 10 +1
Судья об ответе с Minto
It visibly presents actions, but uses five first-level items, exposes SCQ labels, and lacks a single controlling answer above the list.
| Структура | Без Minto 1 | С Minto 3 | Изменение |
|---|---|---|---|
| Вершина | 1 | 1 | |
| Состав ключевой линии | 0 | 1 | +1 |
| Уровни | 0 | 0 | |
| Порядок и род | 0 | 1 | +1 |
| Качество | Без Minto 6 | С Minto 7 | Изменение |
|---|---|---|---|
| Вершина | 1 | 1 | |
| Однородные группы | 1 | 2 | +1 |
| Объяснимый порядок | 1 | 1 | |
| MECE | 1 | 1 | |
| Видимая соразмерная структура | 2 | 2 |
Ответы моделей и слова судьи приведены в оригинале, по-английски.
Без Minto
контрольный промпт · слепая меткаout-06unacknowledged_source_loss- качество со штрафом рубрики 5/10
The answer-first opening is useful, but its first level mixes topics with an action and omits the Board’s longstanding operational preoccupation.
To align governance with the new operational structure, the Board must be reshaped to provide strategic oversight, clarify its partnership with the Executive Committee, and ensure effective participation of outside directors.
To do so, we need to address four inter‑related areas:
- Board composition and optimal size – defining the right mix of members and the number needed for effective decision‑making.
- Division of responsibilities between the Board and the Executive Committee – establishing clear roles, accountabilities, and the nature of their relationship.
- Empowering outside directors – creating mechanisms that enable external members to contribute meaningfully.
- Selection criteria and tenure policies – setting principles for recruiting directors and determining appropriate terms of service.
These points will also guide the development of a transition plan from the current arrangement to the desired governance model.
С Minto
промпт с навыком · слепая меткаout-11more_than_four_first_level- качество со штрафом рубрики 5/10
It visibly presents actions, but uses five first-level items, exposes SCQ labels, and lacks a single controlling answer above the list.
Situation – The Board has spent years handling short‑term operational problems even after the October reorganisation gave divisional managers full authority for day‑to‑day operations.
Complication – This focus dilutes the Board’s strategic role and leaves key questions unanswered: optimal board size, the split of work with the Executive Committee, how outside directors can add value, and the criteria for selecting and retaining directors.
Question – How should the Board reshape its role and composition to fulfil its governance responsibilities effectively?
Answer – We should:
- Define the optimal board size and composition – determine the number of directors and the mix of internal and external members that balances oversight with agility.
- Clarify the distinct responsibilities of the Board and the Executive Committee – set clear boundaries for strategic governance versus operational execution.
- Enable effective participation by outside directors – establish processes, information flows, and support mechanisms that allow external members to contribute meaningfully.
- Establish principles for director selection and tenure – create transparent criteria for recruiting directors and set tenure guidelines that promote continuity and renewal.
- Plan a transition to the desired governance model – outline steps to move from the current Board‑Executive Committee arrangement to the redefined structure.
Как устроен тест
gpt-oss-120b получила одну и ту же задачу дважды. Контрольный промпт — одна вводная строка и задача. Промпт с Minto — та же задача, перед которой стоит полный текст навыка. Судья читал оба ответа среди 16 ответов под слепыми метками и не знал, в каком из них был навык.
Промпт без Minto 1 403 Б
You are working on a business document using the Minto Pyramid Principle.
<!-- Faithful paraphrase of Minto (2010), Chapter 2, the board-role
introduction. Original wording for this fixture. -->
# Fixture 05: role of the board
**Mode:** `write`
**Language:** `en`
## Context
In October, a reorganization gave divisional managers full authority for
day-to-day operations. Policy and planning remain the Board's responsibility.
The Board has nevertheless spent years dealing with short-term operational
problems.
Open questions include Board size and membership, the division of work between
the Board and Executive Committee, effective participation by outside members,
and selection and tenure.
## Before
```text
The purpose of this memorandum is to collect ideas for discussion about:
1. Board composition and optimum size.
2. The broad roles of the Board and Executive Committee, the responsibilities
of each, and their relationship.
3. How to make an outside director an effective participant.
4. Principles for selecting directors and setting their tenure.
5. Alternative ways to move from the present Board and Executive Committee
arrangement to the desired one.
```
## Task
Rewrite the opening using the Minto Pyramid Principle. Return the introduction
and the points it sets out, not the full memorandum.
Return only the result, with no explanation of how you produced it.
Промпт с Minto пять частей по порядку · 28 976 Б
Below is a skill written as an instruction. Read it in full and apply it to the task at the end.===== SKILL.md =====SKILL.md на f4813ce 17 235 Б===== references/rules.md =====references/rules.md на f4813ce 6 464 Б===== references/templates.md =====references/templates.md на f4813ce 3 742 Б===== TASK =====вход кейса целикомReturn only the result, with no explanation of how you produced it.
Вход кейса before.md
<!-- Faithful paraphrase of Minto (2010), Chapter 2, the board-role
introduction. Original wording for this fixture. -->
Fixture 05: role of the board
Mode: write
Language: en
Context
In October, a reorganization gave divisional managers full authority for
day-to-day operations. Policy and planning remain the Board's responsibility.
The Board has nevertheless spent years dealing with short-term operational
problems.
Open questions include Board size and membership, the division of work between
the Board and Executive Committee, effective participation by outside members,
and selection and tenure.
Before
The purpose of this memorandum is to collect ideas for discussion about:
1. Board composition and optimum size.
2. The broad roles of the Board and Executive Committee, the responsibilities
of each, and their relationship.
3. How to make an outside director an effective participant.
4. Principles for selecting directors and setting their tenure.
5. Alternative ways to move from the present Board and Executive Committee
arrangement to the desired one.Task
Rewrite the opening using the Minto Pyramid Principle. Return the introduction
and the points it sets out, not the full memorandum.
Эталон судьи gold.md
Gold 05: role of the board
Source structure: Minto (2010), Chapter 2.
Expected structure
| Element | Expected value |
|---|---|
| Reader question | What must the Board change to focus on long-range strategy? |
| Top | The Board should make the changes that let it concentrate on strategy |
| Key-line kind | Actions |
Key line:
- Hand day-to-day operating responsibility to the Executive Committee.
- Broaden the Board to include outside directors.
- Formalize internal operation through policies and procedures.
The October reorganization is the Situation. The Board's long habit of handling
short-term issues is the Complication.
None of the five source topics should survive unchanged as a first-level point.
Composition, roles, outside participation, and tenure become evidence beneath
the three actions. "Alternative ways to get there" describes the entire
document and is not a branch. The purpose statement disappears because it is
neither Situation nor answer.
Судья gpt-5.6-sol, effort high · навык с коммита f4813ce · прогон v1.7.0-final