Minto

Claude Haiku 4.5 на кейсе «Роль совета директоров»: с Minto лучше по обеим мерам

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Судья об ответе с Minto

The SCQ is well grounded, yet the key line remains three governance topics rather than the changes required by the gold.

Режим write · кейс 05-role-of-board · прогон v1.7.0-final

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Ответы моделей и слова судьи приведены в оригинале, по-английски.

Без Minto С Minto

Без Minto

контрольный промпт · слепая метка out-12
  • unacknowledged_source_loss
  • more_than_four_first_level
  • качество со штрафом рубрики 3/10

It is compact and source-faithful at the topic level, but drops the longstanding operational complication and leaves all five topics unchanged.

The October reorganization assigned operations to divisional management, positioning the Board to focus on policy and planning. However, the Board must now resolve questions about its own structure to fulfill this strategic role:

  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 outside directors effective participants
  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

С Minto

промпт с навыком · слепая метка out-03

Жёстких провалов нет

The SCQ is well grounded, yet the key line remains three governance topics rather than the changes required by the gold.

In October, a reorganization gave divisional managers full authority over day-to-day operations, leaving policy and planning as the Board's responsibility. Yet the Board has spent years addressing short-term operational problems. The Board must therefore reset its focus to policy and planning oversight and clarify its governance role and structure.

The Board must define its governance role, establish an effective governance structure, and develop a transition strategy.

  1. The roles and responsibilities of the Board and Executive Committee in policy and planning oversight, and the boundary between Board governance and divisional operations.
  2. The Board's optimal size and composition, principles for selecting directors and setting their tenure, and practices for effective participation by outside directors.
  3. The transition strategy for moving from the current arrangement to the desired governance model.

Как устроен тест

Claude Haiku 4.5 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
  1. Below is a skill written as an instruction. Read it in full and apply it to the task at the end.
  2. ===== SKILL.md ===== SKILL.md на f4813ce 17 235 Б
  3. ===== references/rules.md ===== references/rules.md на f4813ce 6 464 Б
  4. ===== references/templates.md ===== references/templates.md на f4813ce 3 742 Б
  5. ===== TASK ===== вход кейса целиком
  6. Return 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
ElementExpected value
Reader questionWhat must the Board change to focus on long-range strategy?
TopThe Board should make the changes that let it concentrate on strategy
Key-line kindActions

Key line:

  1. Hand day-to-day operating responsibility to the Executive Committee.
  2. Broaden the Board to include outside directors.
  3. 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 · Claude Haiku 4.5, effort low · навык с коммита f4813ce · прогон v1.7.0-final