Clarity
Point, reason, impact
Communicate not only what you believe, but why you believe it and why it matters.
The problem it addresses
A position stated without reasoning sounds like an unsupported opinion, and one without consequence gives the listener no reason to care.
The shape
- Point
- Reason
- Impact
Why that order
The point gives orientation, the reason gives logic, and the impact connects the idea to a consequence. Three questions in order: what do I think, why do I think it, why does it matter.
How to run it
- State the position.
- Give the strongest reason.
- Explain the consequence.
A worked example
- Point
- I recommend delaying the launch by one week.
- Reason
- The payment integration has not completed reliability testing.
- Impact
- Launching now raises the risk of customer failures and support escalation.
I recommend delaying the launch by one week, because the payment integration has not completed reliability testing. Launching now raises the risk of customer failures and support escalation.
You have it right when
The listener understands the position, the reasoning and the significance.
What usually goes wrong
Adding a weak reason to complete the shape. A thin middle is worse than no framework, because it invites the argument you did not want.
Adapting it
- Low stakes
- Point and a brief reason is enough.
- Executive
- The impact should be in business terms.
- Persuasion
- The impact needs evidence or a number.
Used in
Where this shape does its work in a real situation.
Mostly serves Message, and reaches into Intent and Connection.
A framework tells you what shape the answer takes. It cannot tell you whether shape is what you are short of, and for most people it is not. Which one is yours, and whether a framework is the right instrument at all, is what a Discovery Call is for.
Take the AssessmentOr read the whole glossary first.