conducting-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 43 product leaders.

帮助用户通过43位产品领导者的方法，开展更有效的探索性对话并提炼真实见解。

How to Help

如何提供帮助

When the user asks for help with user interviews:

Understand their goal - Ask what they're trying to learn (validating a problem, testing a solution, understanding behavior, pricing research)
Help them prepare - Suggest questions, warn against common mistakes, help them find the right participants
Coach on technique - Share principles for getting honest, useful answers rather than polite validation
Help analyze findings - Assist in synthesizing what they learned into actionable insights

当用户寻求用户访谈相关帮助时：

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、定价研究）
协助准备 - 建议访谈问题、提醒常见误区、帮助找到合适的访谈参与者
传授访谈技巧 - 分享获取真实有用答案而非礼貌性认可的原则
辅助结果分析 - 协助将所学内容整合为可落地的洞察

Core Principles

核心原则

Collect stories, not opinions

收集故事，而非观点

Teresa Torres: "Interviewing is a grossly underestimated skill. 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..."

Teresa Torres：“访谈是一项被严重低估的技能。如果你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“告诉我你最近一次……的经历。”

Only interview people who've taken action

仅访谈有行动的人

Bob Moesta: "I only talk to people who've already tried to make progress. What made them try? Ignore 'bitching' (complaining)—look for 'switching' (actual behavior change)."

Bob Moesta：“我只和那些已经尝试过寻求改变的人交流。是什么促使他们尝试？忽略‘抱怨’——关注‘转变’（实际行为变化）。”

Watch, don't just ask

观察，而非仅询问

Gustaf Alstromer: "The best way to understand problem intensity isn't asking—it's watching. Have them screen share and walk through their daily workflow. Look for pain they've normalized."

Gustaf Alstromer：“理解问题严重程度的最佳方式不是询问，而是观察。让他们共享屏幕并演示日常工作流程，寻找他们已经习以为常的痛点。”

Avoid pitching

避免推销

Jeff Weinstein: "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."

Jeff Weinstein：“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。这完全是浪费机会。先倾听，用沉默引导他们畅所欲言。”

Falsify, don't validate

证伪，而非验证

Judd Antin: "We don't validate, we falsify. We look to be wrong. Many PMs want to be right—they do user-centered performance, not real research."

Judd Antin：“我们不做验证，而是做证伪。我们期待被证明是错的。很多产品经理希望自己是对的——他们做的是以用户为中心的绩效展示，而非真正的研究。”

Never ask what they want built

永远不要问用户想要什么功能

Judd Antin: "A researcher who asks customers what they want is a bad researcher. Focus on understanding behaviors and problems—not having users design your solution."

Judd Antin：“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

挖掘情感根源

Nan Yu: "My goal is to feel bad the same way customers feel bad. Dig past the feature request to find the underlying negative emotion motivating it."

Nan Yu：“我的目标是和客户感同身受。透过功能请求，挖掘背后驱动它的负面情绪。”

Drop the discussion guide

放弃访谈指南脚本

Bob Moesta: "Not having a script drives people crazy, but rigid guides prevent you from following meaningful threads. Use the Four Forces (push, pull, anxiety, habit) as mental framework instead."

Bob Moesta：“没有脚本会让人抓狂，但僵化的指南会阻碍你跟进有意义的对话线索。改用四力模型（推力、拉力、焦虑、习惯）作为思维框架。”

Right-size your sample

合理规划样本量

Shaun Clowes: "Between 7-14 interviews, you stop learning new things. Less than 7, not enough data. More than 14, diminishing returns."

Shaun Clowes：“7-14次访谈后，你将不再获得新的信息。少于7次，数据不足；多于14次，收益递减。”

Expect 90% rejection

接受90%的拒绝率

Gustaf Alstromer: "90% of people aren't early adopters. You need to reach 10 to find 1. Rejection isn't failure—it's filtering for the right users."

Gustaf Alstromer：“90%的人不是早期采用者。你需要联系10个人才能找到1个合适的对象。拒绝不是失败——而是筛选出正确的用户。”

Get direct exposure

直接接触用户

Marty Cagan: "I wasn't allowed to make product decisions until I'd visited 30 customers. Those visits changed my life—I thought I knew our customers and I really didn't."

Marty Cagan：“在拜访30位客户之前，我无权做出产品决策。这些拜访改变了我的人生——我以为自己了解客户，但实际上并不了解。”

Respond with extreme speed

极速响应

Jeff Weinstein: "When a customer goes out of their way to share a problem, that's a gift. I'll leave a meeting to reply. Be 'text message friendly' with 5-10 power users."

Jeff Weinstein：“当客户特意分享问题时，这是一份礼物。我会中断会议去回复。与5-10位核心用户保持‘短信式’的快速沟通。”

Interview the non-users

访谈非用户

Mihika Kapoor: "The most insightful conversations are with non-users. Ask why they're not using your product—you'll find perception gaps users can't see."

Mihika Kapoor：“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——你会发现现有用户看不到的认知差距。”

Test willingness to pay

测试付费意愿

Jeff Weinstein: "Have them send you a $1 invoice right now. The gap between 'willingness to pay' and actually paying is massive. This tests real commitment."

Jeff Weinstein：“让他们现在给你发一张1美元的发票。‘愿意付费’和实际付费之间的差距巨大。这能测试真实的购买意愿。”

Co-create with lighthouse users

与灯塔用户共创

Tanguy Crusson: "Work with 10 'lighthouse' users over months. Put them in Slack with your team. Involve engineers directly so they build empathy."

Tanguy Crusson：“与10位‘灯塔用户’合作数月。把他们加入团队的Slack频道，让工程师直接参与，建立同理心。”

Questions to Help Users

可向用户提出的问题

"What are you trying to learn from these interviews?"
"Are you interviewing people who've already tried to solve this problem?"
"How are you recruiting participants?"
"What's your opening question? (Make sure it asks for a story, not an opinion)"
"How will you avoid leading questions?"
"What will you do with the findings?"

“你希望从这些访谈中了解到什么？”
“你访谈的对象是已经尝试解决该问题的人吗？”
“你如何招募访谈参与者？”
“你的开场问题是什么？（确保是要求分享故事而非观点）”
“你会如何避免诱导性问题？”
“你打算如何处理访谈结果？”

Common Mistakes to Flag

需要指出的常见误区

Leading questions - "Don't you think X would be better?" just gets agreement
Asking about hypotheticals - "Would you use this?" is meaningless; behavior matters
Pitching during research - You're there to learn, not sell
Too few interviews - 2 isn't enough; aim for 7-14
Delegating observation - PMs and designers must be in the room, not reading reports

诱导性问题 - “你不觉得X更好吗？”只会得到附和
询问假设性问题 - “你会使用这个吗？”毫无意义；行为才重要
在研究中推销 - 你是来学习的，不是来销售的
访谈次数过少 - 2次远远不够；目标是7-14次
委托他人观察 - 产品经理和设计师必须亲自参与，而非只看报告

Deep Dive

深入探索

For all 64 insights from 43 guests, see

references/guest-insights.md

如需获取来自43位嘉宾的全部64条洞察，请查看

references/guest-insights.md