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Minto Pyramid & SCQA

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  • facilitation
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  • business
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  • presentation
  • strategy

The Minto Pyramid is a way to organise presentations, communication and thinking in an ‘executive friendly’ way, by starting with the answer and key idea; grouping and summarising your recommendations and supporting arguments; and logically ordering your supporting ideas.

Minto Pyramid & SCQA

The Minto Pyramid is a way to organise presentations, communication and thinking in an 'executive friendly' way, by starting with the answer and key idea; grouping and summarising your recommendations and supporting arguments; and logically ordering your supporting ideas. 

THINKING vs COMMUNICATING.

Minto recommends using this model in two separate modes. The thinking process is done from the ground up, naturally progressing from your findings to recommendations to your key answer or theme. Importantly, with this model, communicating is done in the reverse, sharing it from the top down - the opposite of your thinking and your journey.

KEY ELEMENTS.

Let’s break down the pyramid in more detail:

  • The introduction and answer (use the SCQA model):
    • This top-down approach involves leading with the answer to the executive’s question.
    • It’s likely to counter your natural inclination to logically build an argument and reveal your conclusion at the end.
    • It presupposes that you are razor clear on the problem that is being solved for and the question that you must address.
    • This section must clearly and concisely answer the question ‘what should we do?’ with ‘you should x’.
    • You can still create a story to this section to ‘hook’ your audience, Minto suggests using the SCQA model which outlines the situation or context; the complication or problem; the question; and the answer.
    • This section frames the rest of the presentation which can be drawn on as required.
  • Recommendations and supporting points: 
    • These might be findings but are often recommendations expressed as an action statement to create a clearly defined outcome.
    • They would ideally provide the 'so what' or the call to action, depending on the nature of the report.
    • Ideally use the rule of three for supporting points for each recommendation.
  • Supporting data: 
    • This is the evidence, data, findings and more detailed insights that support the previous points.

MUTUALLY EXCLUSIVE & COLLECTIVELY EXHAUSTING (MECE). 

A supporting model to help develop your pyramid is the MECE principle, also developed by Barbara Pinto and used at McKinsey. MECE is a method to Divide and Conquer by identifying subsets that are mutually exclusive (ME), and collectively exhaustive (CE). MECE avoids overlapping or double counting and creates distinct, independent ‘buckets’ of work.

USE IT FOR PRESENTATIONS, CHATS, EMAILS & MORE. 

Minto's Pyramid is effective for presenting and engaging with busy executives who want answers and supporting information as required and is just as effective for structuring an email or even a 2-minute impromptu conversation.

SITUATION, COMPLICATION, QUESTION & ANSWER (SCQA).

We've combined the discussion of Minto's Pyramid and SCQA in this one model entry - however, consider using SCQA as a stand-alone model to quickly describe the situation, complication, question and answer for any challenge. 

INFORMATIONAL AND EFFICIENT, NOT SO COLLABORATIVE.

One note explored in Limitations below is that this approach does not particularly lend itself to co-design or collaborative engagement, so it's essential that you know your audience to assess whether this is the most effective approach.

Rational Aim

The intent or practical goal of the conversation. It guides the collective thinking process and determines the direction of the conversation.

Experiential Aim

The inner impact and overall experience of the conversation on the group. Affecting the mood of the group and the tone of the communication.

OBJECTIVE

SENSES

The facts. See, hear, taste, feel and smell.

REFLECTIVE

HEART

The facts. See, hear, taste, feel and smell. Emotions and feelings stir, associations are made, memories rise to the surface.

INTERPRETIVE

HEAD

Make conscious connections, thoughts and ideas form.

DECISIONAL

ACTION

Consider actions, decisions, choices, what to do, how to respond, how to relate.

1. Ask objective questions

Focus on data, facts, and the ‘truths’ that everyone can agree on, such as what was seen, heard, touched, etc. Examples:

  • What data do we have?
  • What did you see?
  • What was said?

To engage the five senses (sight, sound, taste, smell and touch)
Invites inclusive participation and focuses attention
Gets out the facts and objective data.

2. Ask for reflection

Focus on reactions, moods, memories, associations. Examples:

  • What does it remind you of?
  • How does it make you feel?
  • When did you feel surprised? Delighted? Disappointed?
  • How would your stakeholders react?

To elicit and acknowledge imaginative, intuitive and emotional responses
Acknowledges emotions, memories and initial associations
Invites participants to use their imaginations.

3. Ask for interpretation

Focus on meaning, purpose, significance, implications. Examples:

  • What is this all about?
  • What does this mean for us?
  • How will this affect our work?
  • Why is this important?
  • What can we learn from this?

4. Ask for decisions

Focus on resolution, agreement, and possible new directions or actions. Examples:

  • What is our response?
  • What should we decide?
  • What do we need to do differently?
  • What are the next steps?

To develop depth level collective opinions or resolve that may lead to future action
Draws out the deeper meaning
Makes conversation meaningful and relevant to the future
Exposes individual and group choice.

© ICA:UK the Institute of Cultural Affairs, 2014. Read more about ORID here

Kit Hindin
Kit Hindin
Activator, facilitator, entrepreneur, futurist, designer and strategic thinking partner.

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