Minto

Claude Opus 5 на кейсе «Роль совета директоров»: с Minto лучше по обеим мерам

Структура 1 → 4 из 8 +3 Качество 7 → 8 из 10 +1

Судья об ответе с Minto

It provides the strongest supporting hierarchy and action phrasing, but wrongly promotes transition and introduces unsupported claims about meetings and intent.

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

Структура из 8, по 2 балла на ось
Без Minto 1С Minto 4Изменение
Вершина
Состав ключевой линии+1
Уровни+1
Порядок и род+1
Качество из 10, по 2 балла на ось
Без Minto 7С Minto 8Изменение
Вершина
Однородные группы
Объяснимый порядок+1
MECE
Видимая соразмерная структура

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

Без Minto С Minto

Без Minto

контрольный промпт · слепая метка out-05
  • invented_facts
  • more_than_four_first_level
  • качество со штрафом рубрики 4/10

It presents the source faithfully as five questions, but neither converts them into actions nor avoids unsupported quantification.

The October reorganization gave divisional managers full authority for day-to-day operations, leaving the Board responsible for policy and planning. In practice, however, the Board has for years spent most of its time on short-term operational problems. It has not yet reshaped itself for the role it now holds.

Before the Board can concentrate on policy and planning, it must settle five questions about its own structure and working methods:

  1. What should the Board's composition and optimum size be?
  2. What are the respective roles and responsibilities of the Board and the Executive Committee, and how should the two relate to each other?
  3. How can an outside director be made an effective participant?
  4. What principles should govern the selection of directors and the length of their tenure?
  5. By what route should the Board move from the present arrangement to the one it decides it wants?

С Minto

промпт с навыком · слепая метка out-13
  • invented_facts
  • качество со штрафом рубрики 7/10

It provides the strongest supporting hierarchy and action phrasing, but wrongly promotes transition and introduces unsupported claims about meetings and intent.

Since October, divisional managers have held full authority for day-to-day operations, and policy and planning have been left to the Board alone. Yet the Board continues to spend its meetings on short-term operating problems, as it has for years. It cannot become the policy and planning body the reorganization intended until it settles what it is now for.

The Board should redefine its own role, and doing so requires decisions in three areas.

1. Divide the work between the Board and the Executive Committee.

  • Fix the broad role of each body and the responsibilities that follow from it.
  • Fix the relationship between them, so that operating problems reach the Executive Committee rather than the Board.

2. Compose the Board for that role.

  • Set its membership and its optimum size.
  • Adopt principles for selecting directors and for setting their tenure.
  • Establish how an outside director is made an effective participant rather than a nominal one.

3. Choose the route from the present arrangement to the intended one.

  • Weigh the alternative ways of moving from today's Board and Executive Committee arrangement to the one decided above.

Как устроен тест

Claude Opus 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 Opus 5, effort low · навык с коммита f4813ce · прогон v1.7.0-final