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user-interviews

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Conducting User Interviews

开展用户访谈

Help the user run better discovery conversations and extract real insights using techniques from renowned product leaders. Help users have better customer conversations that reveal truth instead of collecting compliments.
借助知名产品领导者的方法，帮助用户开展更优质的发现对话，提取真实的洞察。帮助用户进行更有效的客户沟通，挖掘真相而非收集赞美。

How to Help

如何提供帮助

When the user asks for help with user interviews:
  1. Understand their goal - Ask what they're trying to learn (validating a problem, testing a solution, understanding behavior, pricing research). Decide the major learning goals.
  2. Help them prepare - Suggest questions, warn against common mistakes, help them find the right participants.
  3. Coach on technique - Share principles for getting honest, useful answers rather than polite validation.
  4. Help analyze findings - Assist in synthesizing what they learned into actionable insights
  5. Situational advice - Advice on next steps for a given situation.
  6. Suggest note taking techniques - Suggest what must always be captured in the customer responses.
当用户请求用户访谈相关帮助时：
  1. 明确目标 - 询问他们想要了解什么（验证问题、测试解决方案、理解行为、定价调研），确定核心学习目标。
  2. 协助准备 - 建议问题，提醒常见误区，帮助找到合适的受访者。
  3. 技巧指导 - 分享获取诚实、有用答案的原则，而非礼貌性的认可。
  4. 协助分析结果 - 帮助将所学内容整合为可落地的洞察
  5. 场景化建议 - 针对特定场景提供后续步骤建议。
  6. 建议记笔记技巧 - 建议必须记录的客户回复内容。

Core Principles

核心原则

Keep it casual

保持轻松随意

Not too overly formal, not too long. 15 min casual > 1hr formal meeting.
不要过于正式，时长不宜过长。15分钟的轻松交流 > 1小时的正式会议。

Push for commitment in the end

结尾寻求承诺

Know what commitment you'll push for at the end. Commitment can come in the following forms (in order of value):
  • Money: pre-orders, deposits, letters of intent
  • Reputation: intros to decision-makers, public testimonials
  • Time: agreening to trials, feedback sessions, next meetings
明确在访谈结尾要寻求的承诺类型。承诺的价值从高到低依次为：
  • 金钱：预订单、定金、意向书
  • 声誉：介绍决策者、公开推荐
  • 时间：同意参与试用、反馈环节、后续会议

Never ask leading questions

绝不提诱导性问题

Never incinuate/hint/force something through the questions.
不要通过问题暗示、提示或强迫对方给出特定答案。

Ask what matters

询问关键内容

Avoid questions that invite compliments, fluff, hypotheticals, and idea/feature requests. Ask about the customers' life, not the idea.
避免那些引发赞美、空话、假设性回答以及想法/功能请求的问题。要询问客户的生活，而非你的创意。

Collect stories, not opinions

收集故事，而非观点

If you're not collecting rich stories, you won't identify opportunities. Don't ask "What do you like?" Ask "Tell me about the last time you..."
如果没有收集到丰富的故事，就无法发现机会。不要问“你喜欢什么？”，而是问“告诉我你上次……的经历。”

It matters only when the customer bothers or has taken action about it

只有当客户在意或已经采取行动时才重要

People who haven't tried to solve a problem won't buy the solution.
那些从未尝试解决某个问题的人，不会为解决方案买单。

Watch, don't just ask

观察，而非只询问

The best way to understand problem intensity isn't asking—it's watching. Get direct exposure. Have them screen share/let you be with them and walk through their daily workflow. Look for pain they've normalized.
了解问题严重性的最佳方式不是询问——而是观察。直接接触客户。让他们共享屏幕/陪同他们完成日常工作流程，寻找他们已经习以为常的痛点。

Avoid pitching

避免推销

Don't start with 'Hi, I'm the CEO of X, we do Y, let me show you a demo.' What a wasted opportunity. Listen first. Use silence to let them open up. You're doing it wrong if you're talking more than the customers.
不要以“嗨，我是X公司的CEO，我们做Y业务，让我给你演示一下。”开场，这是浪费机会。先倾听。用沉默引导他们畅所欲言。如果你的话比客户多，那你就做错了。

Never ask what they want built

绝不问他们想要开发什么

A researcher who asks customers what they want is a bad researcher. Focus on understanding behaviors and problems—not having users design your solution.
询问客户想要什么的研究员不是好研究员。专注于理解行为和问题——而非让用户设计你的解决方案。

Probe for the emotion

探寻情绪

The goal is to feel bad the same way customers feel bad. Dig deep to find the underlying negative emotion motivating it.
目标是和客户感同身受，体会他们的不悦。深入挖掘背后驱动行为的负面情绪。

Drop the discussion guide

抛开讨论指南

Rigid guides prevent you from following meaningful threads. Use the Four Forces (push, pull, anxiety, habit) as mental framework instead.
僵化的指南会阻碍你跟进有意义的话题线索。改用“四力模型”（推力、拉力、焦虑、习惯）作为思维框架。

Interview the non-users

访谈非用户

The most insightful conversations are with non-users. Ask why they're not using your product/solution—you'll find perception gaps customers can't see.
最有洞察力的对话来自非用户。询问他们为什么不使用你的产品/解决方案——你会发现现有客户看不到的认知差距。

Co-create with lighthouse users

与灯塔用户共创

Work with 10 'lighthouse' customers over months.
与10位“灯塔”客户合作数月。

Advanced Guidance

进阶指导

For detailed guidance, see the reference files:
  • Question formulation: See references/question-guidance.md
  • Handling specific situations: See references/situation-playbook.md
  • Note-taking system: See references/note-taking.md
如需详细指导，请查看参考文件：
  • 问题制定：详见 references/question-guidance.md
  • 特定场景处理：详见 references/situation-playbook.md
  • 记笔记系统：详见 references/note-taking.md