Minto

qwen3.6-fp8 на кейсе «Роль совета директоров»: с Minto без изменений

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Судья об ответе с Minto

It supplies a strong action-oriented top and three visible branches, but omits outside-director participation and treats transition as a substantive action.

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-08
  • unacknowledged_source_loss
  • качество со штрафом рубрики 7/10

This is concise and answer-first, but it largely converts the original topics into imperative wording without deriving the gold action structure.

To refocus the Board on policy and planning, this memorandum recommends restructuring its composition and clarifying its role relative to the Executive Committee, supported by a transition plan:

  1. Division of Work: Define the distinct responsibilities and relationship between the Board and the Executive Committee to ensure the Board retains authority over policy and planning while delegating day-to-day operations.
  2. Board Composition: Determine the optimum size, establish principles for selecting directors and setting tenure, and develop methods to maximize the effectiveness of outside members.
  3. Transition Strategy: Evaluate alternative approaches to move from the current Board and Executive Committee arrangement to the proposed structure.

С Minto

промпт с навыком · слепая метка out-02
  • invented_facts
  • unacknowledged_source_loss
  • качество со штрафом рубрики 7/10

It supplies a strong action-oriented top and three visible branches, but omits outside-director participation and treats transition as a substantive action.

Following the October reorganization, divisional managers now hold full authority over day-to-day operations. Despite this shift, the Board continues to spend considerable time resolving short-term operational issues, which diverts attention from its core mandate of policy and planning. To align our governance with the new operating model, we must realign our division of labor, optimize our membership structure, and execute a phased transition to focus exclusively on strategic oversight.

To formalize this shift, we will address three key areas:

  1. Clarify the division of responsibilities between the Board and the Executive Committee
  2. Optimize board size, refine director selection criteria, and establish clear tenure terms
  3. Design a phased transition plan to systematically disengage from operational decision-making

Как устроен тест

qwen3.6-fp8 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 · навык с коммита f4813ce · прогон v1.7.0-final