Pyramid Principle - Free download as PDF File .pdf), Text File .txt) or read online Minto Pyramid Principle for writing Equity research reports, Business plan. The Pyramid Principle Betters Your. Communication Test Your Structure Against The Pyramid. Rules. 1. Barbara Minto, The Minto Pyramid Principle, Consulting-The-pyramid-principlepdf (产1 0-冲♀← ι电:jGS 川习 I I D THE MINTO PYRAMID L).
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The Minto Pyramid Principle Online available at: berciachalomud.tk staff/gatter/work/berciachalomud.tk The Pyramid Principle is Barbara Minto's powerful and compelling process for producing everyday business documents. All rights are reserved to Minto Books. Barbara Minto Pearson Education Limited Edinburgh Gate Harlow, Essex CM20 2JE Tel: +44 (0) Fax: +44 (0)
It should be as convincing as possible. You start with one and only one main statement at the top. Make it abstract enough such that it covers all your other necessary thoughts. The next layer than has to support the main argument. In other words, if you buy into the second layer, your main statement will follow and be accepted. There are a few rules that apply to constructing such a pyramid: To support the point above, elements below answer the implicit questions HOW or WHY.
The elements have the same logic and are inductive or deductive by nature. Inductive elements are types of action ideas e. If the line of elements form a deductive reasoning, they consist of a situation, a second idea as a comment, and as a third point the implication that leads to element above. Inductive elements should be MECE, that is mutually exclusive, collectively exhaustive. As an example: claiming that you either win or loose a soccer game is not exhaustive — you can also tie.
Claiming that you either not loose or not win is not mutually exlusive — the tie is mentioned twice.
The claim that a soccer result is win, loss, or tie is MECE. It is preferable to have an inductive layer after the main statement. This exposes the main findings very early in your communication. Why I find it valuable Clear thinking is hard work. It needs a lot of practice.
The Pyramid Principle clarifies the underlying structure of any sound reasoning. It helps me to reflect and find the loopholes in my reasoning.
It focuses the work on the substance in order to get my ideas across. No time is wasted by understanding the structure or relation of different arguments. One caveat: while the Pyramid Principle covers a lot of ground, there are situations that are not MECE, that cannot be but into a hierarchical structure.
So it could be that some of your elements in your Pyramid are of those two types that have to be explained or argued differently i. Relevance for product management Product management is a lot about creating a shared understanding: what is the main problem we are solving? How should we prioritize the backlog and why? What is our roadmap going to be? What is the data telling me? These kind of questions need a lot of thinking.
You can use this knowledge in building your pyramid ,either by starting at the top and working do vn, or by starting at the bottom and working up. The first way is generally easier than the second, and so should be tried firs t.
You don't want simply to sit down and begin writing the opening paragraph of the introduction, however. Instead, you want to use the structure of the introductory flow to pull the right points out of your head, one at a time.
To do so, 1 suggest you follow the procedure shown in Exhibit 4 and described below. Draw a DOx. This represents the box at the top of your pyramid. Write down in it the subject you are discussing, if you know it. If not, move on to step two.
Oecide the Question. Visualize your reader. To whom are you writing, and what question do you want to have answered in his mind about the Subject when you have finished writing? State the Question, if you know it, or go on to step four. Next you want to prove that you have the clearest statement of the Question and the Answer that you can formulate at this stage.
What is the Complication? F 23 statement about it you can make.
What is the first thing you can say about it to the reader that you know he will agree is true-either because he knows it, or because it is historically true and easily checked? Develop the Complication. Imagine that he nods his head in agreement and says, "Yes, 1 know that, so what?
Something went wrong, perhaps, some problem arose, or some logical discrepancy became apparent. Recheck the Question and AnsuJer. If it does not, then change it to the one it does raise. Or perhaps you have the wrong Complication, or the wrong Question, and must think again.
The purpose of the entire exercise is to make sure you know what Question it is you are trying to answer. Once you have ihe Question, everything else falls into place relatively easily Let me demonstrate how your thinking would develop by using the technique to rewrite the memorandum shown in Exhibit 5, on the next page. It comes from the Accounting Department of a large soft drinks company in the United States.
When the company's drivers deliver the product to a customer, they send back to the Accounting Department a delivery ticket with a set of code numbers, the date, and the amount of the delivery. These delivery tickets are the basis of the billing system, which works something like this: For its own accounting purposes, it would like to keep daily track of how the bill is mounting up.
It wants to know if it can't keep the delivery tickets along with each delivery, record them on a computer disk, calculate the total, and then send the disk and its check once a month to the headquarters office of the beverage company In other words, it is proposing a system that would work like this: Robert Salmon Date From: John J. This processing is to bc 3. We have completed our review of this request and our findings are as follows 1. Parent Number b. Outlet Number c. Ticket Number d. Dollar amount of each ticket e.
Delivery Date of each ticket If the Parent and Outlet Numbers are not available from Big Chief, we will supply this information to them from our Customer Master file list. This information could then be incorporated into the Big Chief system for future ease in the processing of ticket data 2. Upon completion , the balanced cash dlsk will be processed through the National Accounts System. Had you been he and used the technique in Exhibit 4, here's what would have happened: You would have drawn a box and said to yourself, "What bjcct am 1 discussing?
What Qllcstion am 1 answering in the reader's mind about the Subject? Yes 4. Now let me check that that is really the Question and really the Answer by thinking through the introduction. To do that 1 take the Subject and move up to the L. The first sentence of the Situation must be a statement about the Subject.
What is the first noncontroversial thing 1 can think of to say about the Subject- something 1 know the reader will not question, but will accept as fact? They have requested a change in the procedure. When you go to write the introduction out, you wiI1 of course in this paragraph explain the nature of the change, but for the purposes of working out your thinking you need only get clear the essence of the point of the paragraph. Now you imagine the reader says, "Yes, 1 know that, so what?
You asked me whether it makes sense. The Question, as you've stated it, should now be the obvious next thing that would pop into the reader's mind Does it make sense? Given the statement that the change does make sense, you can now move down to determine what Neu' Question would be raised in the reader's mind by your stating it to him. What might your reasons be? After determining that in fact these points are the right points and in logical order, the next step is to move down and spell out what you need to say to support each one.
In the case of so short a document, however, you can probably proceed to write without further structuring. The supporting ideas are likely to be easily available in your mind and will come to you as you get to each section to write it.
And of course, if he follows the top-down order of presenting the ideas in writing, the entire message will be remarkably easy for the reader to absorb. Perhaps you can't decide precisely what your Subject is, or the Question isn't clear to you, or you can't sort out what the reader does and doesn't know for sure. In such cases, simply n10ve down to the Key Line leveI.
You can work out the ideas fron1 the botton1 up by following a 3-step process. List a11 the points you think you want to n1ake. Work out the relationships between theln. Draw conclusions. Again, let me demonstrate how this technique would work by using a document that needs rewriting Exhibit 7. This is a memorandum written by a young consultant to his engagement manager after 2 weeks of working on his first assignment.
The client was a printing company in England.