Category: Blueprints

Almost everything you write takes a 1-2-3 format. Aristotle explained this format in The Poetics, two and a half millennia ago.

More recently, brain researchers have confirmed that we perceive, process, and act on the world in three steps. The specifics vary depending on the format (email, memo, report, web copy, etc.). The specifics also vary depending on how narrative, reportorial, or analytic your piece.

Now, let’s get a sense of the universal 1-2-3 Blueprint:

• Part 1: Beginning. Show or tell the reader what you’re writing about and why. State a problem. Introduce us to the key issues or characters. Maybe hint at how it will work out–at least, what factors might help to resolve the matter.
• Part 2: Middle. Work through the issues. Break them down into manageable pieces. Work your way up to the more difficult aspects of the problem. Reveal the contradictions and conflicts. Explore some of the possibilities for solving the problem.
• Part 3: End. Resolve the matter. The resolution could be positive or negative. It could leave some loose threads. One way or another, complete the journey.

You might think of the blueprint as a Bento Box–a container with several distinct sections. Let’s explore this breakdown in more depth.

PREFATORY MATERIAL

Give the reader–right away–reason to read your document. You only have seconds to engage the reader. If you fail, the reader is likely to skim and miss most of what you want to say. So start with a clear statement–subject-verb-object–that states why they want to read on and pay close attention.

Summary / Abstract / Precis

Many longer pieces–reports, RFPs, proposals, and case studies–provide a paragraph-long description of key problems and conclusions (findings). Summaries are best for pieces with complicated issues and many parts.

Indented, in single-space type, this summary offers a simple description of the piece, often with a listing of three or so fey components. You might also indicate the kind of evidence you’re using. You might also say why the research and findings are significant and for whom.

Some professional documents also list keywords. Some indicate something about the authors and their work.

Tips on Technique: Keep sentences short and use the simplest words possible to express the essential ideas. Whenever possible, use the active voice. Also highlight essential terms.

Nota Bene: Short pieces rarely have a summary–but even an email or short memo might benefit from a one- or two-sentence precis.

PART 1: BEGINNING

Introduction

Begin your piece with a bang, whether it’s a simple email or a longer piece. State the issue or problem right away. Grab the reader’s attention right away, in one of two ways:

• Provide a vignette that distills the major issues at stake in the piece.
• State the challenge, as directly and succinctly as possible. Make sure that the relevant reader knows, right away, why reading this piece will be worthwhile.

Once you have worked through one of both of these, summarize the information you will be exploring in depth.

Conclude with a summary of the findings or “moral of the story.”

Plan of Attack

Describe how you plan to address this issue.

This probably should not be more than a third of the first page.

The purpose is to give the reader a quick overview so she can be in the right frame of mind for reading—especially a long and/or complex topic

Describe the methodology—perhaps with a label (statistical analysis, assessment of lab studies, case study, comparison of life/unlike situations, etc.)

• State the evidence to be gathered—and perhaps how.
• Describe how it will be evaluated.

Look ahead to what it might show?

PART 2: MIDDLE

This is the most important part of your piece. If you have w=set u=it up well in part 1, the reader will be ready to dive in to explore even difficult topics.

The Body, With Background, Definitions, and Evidence

The heart of your email/report/proposal/whatever is your breakdown of the problem into three or more parts (usually), with explanation of each one.

What’s the best order for these parts? It depends.

• From Big to Small: Sometimes it’s easiest to talk about the biggest, most important and inclusive part of the issue.
• In Ascending Complexity: On complicated issues, with lots of moving parts, it often makes sense to build from ground up–starting with the easiest ideas that people can easily understand, then moving to more and more difficult spinoffs of these ideas.
• By Category or Segment: On some topics, all of the aspects of the issue might be equally important and complex. If you’re describing the tasks of a corporate team on a project, everyone plays an essential role (e.g., product development, production, marketing, distribution, accounting, etc.). So just describe each as fully as necessary.
• Chronologically: Sometimes, we best understand an issue by understanding its development or evolution.

• A Note on Background

When necessary, provide enough background information for people to gain an understanding of the issue. If you’re describing a new product launch, for example, you might mention the customer discovery process or the R&D innovation that led to the product. If you’re describing a scientific process, you might mention the key ideas that make the process possible. If you’re describing a company reorganization, you might summarize the problems the reorg hopes to fix.

You could use basic prose–good, old-fashioned sentences and paragraphs–but bullet points might be fine too. Whatever helps the reader get what they need, as clearly and simply as possible–that’s what matters.

• A Note on Definitions

Especially in specialized fields, you may need to define terms. You can do this in three ways: parenthetically, in paragraphs, and in side discussions. If you can define a term simply (that is, with just a few words–knowing that the reader will understand you right away), you might use parentheses. If it’s more complex, you might step out oif the flow of your writing and devote a short paragraph to the definition. Sometimes, you want to offer a detailed definition without losing the flow of your prose, so you create a definition in a sidebar.

• A Note on Evidence

Be clear about what evidence you provide. Scientists might report on laboratory results. Economists or marketing folks might use case studies or statistical analyses. Theorists might break down ideas analytically, using logical analysis to make sense of things–looking for commonalities and contradictions, sharpening definitions, and the like.

Counterarguments and Complications

By this time, it’s likely that readers will have objections or at least questions. Show respect by raising and addressing those points.

Nota Bene: You might want to integrate these points into the body of the piece (“Heart of the Matter”).

Discussion

Once you have explored your topic in depth, now what do you make of it? A discussion section allows you to open a new conversation with your audience. as if sitting side by side, you can review the findings and sketch out some implications.

What If?

The discussion could lead to a larger speculation about reform or change. Rather than just understanding and issue, we might consider some “what if?” scenarios.

Scenario thinking offers a useful way to do this. Business and planning professionals often use scenarios to sketch out different possibilities for the future. No one can predict the future of course; as Stewart Brand notes, “All predictions are wrong.” But we can consider the far-out extreme possibilities–the absolute best and worst possibilities–and prepare for both.

PART 3: END

As we approach the end, we want to prepare for action. Somehow, we need to make a decision–even if it’s just whether to accept the arguments of this piece of writing.

Options

When you offer the reader options, you take a step toward engaging them–and bringing them to your side of the issue. Consider the different between a mother asking her child “What do you want for breakfast?” versus “Do you want macaroni or a hamburger?” The choice creates involvement.

If possible, reduce the options to three distinct choices–or three clusters of choices. Try to label these choices or clusters with simple, clear labels.

Next Steps/Call to Action

Say exactly what should be done now–with specific assignments and dates for action to be completed. For larger initiatives, indicate phases of action–short-term actions, near-term actions, and long-term actions. As much as possible, be specific.

Conclusion/Summary

Finally, sign off. Conclude, perhaps, by referring back to the opening image or question. Summarize your findings and the options suggested by your piece.

AND ANOTHER THING . . .

Depending on the document, readers might want a coda. Many appreciate getting references, so they can follow up on the ideas you have offered. Many also appreciate other resources, such as professional contacts or programs, that they can use.

References and Resources

If useful, provide references–especially those that allow the reader to dig deeper to explore the issue.

Some reports describe their methodology–how they gathered information, how they analyzed it, why it’s valuable … as well as its explanatory limitations.

Also list other resources, including organizations and programs that can help people educate themselves and take action.

For Further Discussion

Some pieces close with a brief discussion of related topics. Academics, in particular, list ideas for future research.

Appendices or Exhibits

On issues with complicated evidence or analysis, it often helps to offer appendices with charts, tables, graphics, and even quotations.

Identify the issues that might be explored next. In academic writing, scholars often suggest next phases for research. Business writers often suggest new areas for R&D or new markets to pursue. A look ahead often reinforces the importance of the present document.