Feature Opportunity Validation
功能機會驗證

After defining and recruiting the right interview audience, the next step is to structure and conduct user interviews in a way that ensures you will get valuable information from each conversation.
在確定並招募合適的訪談對象後，下一步就是以一種能確保從每次對話中獲得有價值信息的方式來組織和進行用戶訪談。

An effective user interview has three key objectives. The first is to refine your hypotheses about the user. This means clarifying who they are, what their profile attributes are, their motivations, and their relationship to the product. The second objective is to refine your hypotheses about the user problem.
一場有效的使用者訪談有三個關鍵目標。首先是完善你對使用者的假設。這意味著要釐清他們是誰，他們的特徵屬性是什麼，他們的動機，以及他們與產品的關係。第二個目標是完善你對使用者問題的假設。

You want to understand the problem in their own words—what it is and why it happens, how severe it is, and what alternatives or workarounds they currently use to solve it. The third objective is to explore whether other problems may be more valuable to solve. By speaking with users, you may uncover new and more painful problems that can be addressed through this feature opportunity.
你想要用他們自己的話來理解這個問題——它是什麼以及為什麼會發生，它的嚴重程度，以及他們目前用什麼替代方案或變通方法來解決它。第三個目標是探討是否有其他問題可能更值得解決。透過與使用者交談，你可能會發現新的、更棘手的問題，這些問題可以通過這個功能機會來解決。

The first two objectives map to the user profile and user problem hypotheses from the manager briefing. You need to determine if these hypotheses were correct and refine them based on the new information you obtain. The final objective is about exploring beyond the initial hypotheses to determine if there are other more valuable areas to work on.
前兩個目標對應於經理簡報中的用戶檔案和用戶問題假設。你需要確定這些假設是否正確，並根據獲得的新資訊加以完善。最後一個目標是探索超出初始假設的範圍，以確定是否有其他更有價值的領域可以著手進行。

On that note, it’s important to keep in mind that user interviews are not about exploring potential solutions. You only want to learn about the problem from the user’s perspective. If you start to explore solutions at this point, you may be inserting your own biases into the interview and guiding the user to the answer you want. In addition, users aren’t equipped to come up with innovative solutions to their own problems because they only have the perspective of what already exists. It’s your job to translate their perspectives into insights that guide your solutions. 
在這一點上，重要的是要記住用戶訪談並不是用來探索潛在的解決方案。你只需要從用戶的角度了解問題。如果此時開始探索解決方案，你可能會將自己的偏見帶入訪談中，並引導用戶給出你想要的答案。此外，用戶並不具備為自己的問題提出創新解決方案的能力，因為他們只有現有事物的視角。你的工作是將他們的觀點轉化為指導你解決方案的洞察力。

But even with this guiding principle in mind, are three common pitfalls new PMs run the risk of falling into during interviews. The first is not spending enough time warming the user up and gathering foundational information about them. PMs then miss the opportunity to understand the user’s view of who they are and how they use the product, which leads them to make assumptions about what users care about. Anand shares, “I’ve seen lots of user interviews go sideways because they are an awkward environment for users. When PMs don’t start with warm-up questions and comments, they get off to an awkward start and yield lower quality insights.”
即使心中有這個指導原則，新手產品經理在面試中仍有三個常見的陷阱可能會掉入。第一個是沒有花足夠的時間讓用戶放鬆並收集他們的基本資訊。產品經理因此錯失了了解用戶對自身及產品使用方式的看法的機會，這導致他們對用戶關心的事物產生假設。Anand 分享道：「我見過很多用戶訪談出現偏差，因為對用戶來說這是一個尷尬的環境。當產品經理沒有從暖身問題和評論開始時，他們就會有一個尷尬的開場，並且獲得的見解質量較低。」

The second pitfall is jumping straight to leading questions that relate to the user problem hypotheses. Doing so can push users toward the PM’s desired answer, instead of giving them space to respond in their own words. For example, suppose you’re a PM at IKEA, and you’re exploring why so few users purchase on the mobile app compared to the web app. You hypothesize that there is missing functionality, such as not being able to save their payment information. If you’re not careful, you might ask leading questions in this area. However, the real problem might be that users can’t save items in their cart to buy later. If you start with leading questions around the payment process, you might never discover the real user problem.
第二個陷阱是直接跳到與使用者問題假設相關的引導性問題。這樣做可能會將使用者推向產品經理想要的答案，而不是讓他們有空間用自己的話來回應。例如，假設你是 IKEA 的產品經理，你正在探討為什麼相比於網頁應用程式，這麼少的使用者在行動應用程式上購物。你假設是因為缺少某些功能，例如無法儲存付款資訊。如果不小心，你可能會在這方面提出引導性問題。然而，真正的問題可能是使用者無法將商品儲存在購物車中以便稍後購買。如果你一開始就圍繞付款流程提出引導性問題，你可能永遠無法發現真正的使用者問題。

The final pitfall is being so focused on asking prewritten questions that you miss out on opportunities to follow up on new information. Often, the problem you believe is most important turns out not to be the most pressing for the user. But when you spend the whole call trying to follow a script to validate every assumption, you miss out on identifying other valuable problems. Even experienced PMs can struggle with conducting interviews well. So in this lesson, we'll introduce a framework for effective user interviews: the interview trail guide.
最後一個陷阱是過於專注於提問事先準備好的問題，以至於錯失了追問新資訊的機會。通常，你認為最重要的問題可能並不是使用者最迫切需要解決的問題。但是，當你整個通話過程中都在努力按照腳本來驗證每一個假設時，你就錯過了識別其他有價值問題的機會。即使是有經驗的產品經理也可能在進行訪談時遇到困難。因此，在這一課中，我們將介紹一個有效的使用者訪談框架：訪談指導手冊。

You can think about interviews as a hike up a mountain that you and your interviewees take together. Treating interviews as a shared journey means that although you hold the map, and it’s up to you to guide the user to the peak safely and efficiently, there’s also room for exploring side trails and other points of interest along the way.
你可以將訪談想像成一場與受訪者共同攀登山峰的旅程。將訪談視為一段共享的旅程意味著，雖然你手握地圖，負責引導使用者安全且有效地到達山頂，但在途中也有空間可以探索旁支小徑和其他有趣的景點。

Organizing your interview with a trail guide helps you avoid falling into the common traps mentioned previously. It ensures that you spend time warming up the user and getting foundational information on who they are, it stops you from inserting your biases and leading users to the answer you are looking for instead of what they really think, and it gives you the flexibility to explore other insights, instead of simply following your script to the letter.
安排與嚮導的訪談有助於避免落入先前提到的常見陷阱。這樣可以確保你花時間讓使用者放鬆，並獲得他們的基本資訊，避免將自己的偏見強加於人，導致使用者給出你想要的答案，而非他們真正的想法。此外，這也讓你有彈性去探索其他見解，而不僅僅是嚴格按照腳本進行。

The interview trail guide breaks the interview down into 3 phases. First is the warm-up. It begins by establishing rapport. This helps you build a relationship with the participant and fosters trust ahead of the journey. Second is the build phase, when you build up to the problem hypothesis. This means setting the context and boundaries of the problem you want to explore—without asking leading questions—so the user can provide their perspective before you dive into the problem hypotheses more fully. The idea here is to guide the interviewee up a gentle incline, rather than scrambling up a cliff and leaving them behind. Next is the peak, when you can finally ask those specific questions about the problem, or “peak questions.” This is the main objective of your interview: to deeply explore the user’s experience of the problem. But it’s very difficult to get there without taking the time to warm up and set boundaries.
訪談指導手冊將訪談分為三個階段。首先是暖身階段，從建立融洽關係開始。這有助於你與參與者建立關係，並在接下來的過程中培養信任。接下來是構建階段，這時你要逐步引導至問題假設。這意味著要設定你想探索的問題的背景和範圍——不問引導性問題——讓使用者在你深入探討問題假設之前，先提供他們的觀點。這裡的想法是引導受訪者緩緩上坡，而不是讓他們攀爬懸崖並被拋在後面。接下來是高峰階段，這時你可以終於問那些關於問題的具體問題，或稱為“高峰問題”。這是你訪談的主要目標：深入探索使用者對問題的經驗。但如果不花時間暖身和設定界限，很難達到這個階段。

In this lesson, we’ll walk through how to structure the interview trail guide to learn about our user profile and problems. You can follow along in the Conducting Interviews tab in the Refine User Value Template.
在本課中，我們將逐步講解如何構建訪談指導手冊，以了解我們的用戶資料和問題。您可以在「Refine User Value Template」中的「Conducting Interviews」標籤中跟隨學習。

We’ll also practice building an interview guide for the Gusto onboarding feature opportunity.
我們也將練習為 Gusto 入職功能機會製作訪談指南。

Let’s begin with the warm-up phase. Establishing rapport typically lasts the first 5-10 minutes of a 45-minute conversation. During this time, you’ll introduce yourselves and break the ice. Think of this as the first steps of the hiking trail, when you’re warming up for the climb ahead. You want to loosen up the interviewee and get any housekeeping out of the way before beginning the climb. Establishing rapport ensures that you understand who the user is before jumping in to gather information about the problem.
讓我們從熱身階段開始。建立融洽關係通常在 45 分鐘對話的前 5 到 10 分鐘進行。在這段時間內，你們會互相介紹並打破僵局。可以把這想像成登山步道的第一步，為接下來的攀登做好準備。你希望讓受訪者放鬆，並在開始攀登之前處理好任何雜務。建立融洽關係確保你在收集問題資訊之前，先了解使用者是誰。

Here are a few ways to open up the conversation. First, make space for introductions—to you, your team, and the user. If you have a note-taker or observer in the room with you, clarify everyone’s role for the user. Quickly introduce the research you’re doing and why you want to speak with them. Ask permission to record the conversation, but make it very clear that this will be for research purposes only. Set the expectation that there are no right or wrong answers. You want them to be comfortable saying what they actually think. Anand says, “I want to make sure they know this isn’t a test. I’ll often even say, ‘You can't hurt my feelings, it's not my project; I'm just here to pass on info to the project team.’” Finally, make some small talk! Ask things like, “How is your day going?” or “Any upcoming weekend plans?”
以下是幾種開啟對話的方法。首先，留出空間進行介紹——介紹你自己、你的團隊以及使用者。如果房間裡有記錄員或觀察員，請向使用者說明每個人的角色。快速介紹你正在進行的研究以及為什麼想與他們交談。請求允許錄音，但要明確表示這僅用於研究目的。設定期望，告訴他們沒有正確或錯誤的答案。你希望他們能夠自在地說出他們真正的想法。Anand 說：「我想確保他們知道這不是一個測試。我常常會說，『你不會傷害到我的感情，這不是我的專案；我只是來傳遞資訊給專案團隊。』」最後，進行一些閒聊！可以問像是「你今天過得怎麼樣？」或「週末有什麼計劃嗎？」這樣的問題。

After warming up, you’ll start building up to the peak questions. You can spend about 10 minutes of a 45-minute interview in the build phase, asking users about their experience and underlying attitudes about the product. To build gradually, start broad and then narrow in on the problem you want to explore.
在熱身之後，你將開始逐步進入關鍵問題。在一場 45 分鐘的訪談中，你可以花大約 10 分鐘在建立階段，詢問用戶對產品的經驗和潛在態度。為了逐步深入，先從廣泛的問題開始，然後逐漸聚焦到你想探討的問題上。

Let’s illustrate this by walking through some example questions a company like Grubhub might ask in this phase. First, they might ask about users’ general experience in their lives as it pertains to their product’s purpose, but not specific to the product. These questions might touch on things like typical weekend routines and eating habits. Then, they’d narrow in on the users’ experience with food delivery specifically. They might ask questions like: “Why do you order food delivery?” “How do you normally order food delivery?” “When do you typically order food delivery?” “Do you generally have a positive or negative experience ordering food delivery?”
讓我們透過一些範例問題來說明這一階段像 Grubhub 這樣的公司可能會提出的問題。首先，他們可能會詢問用戶在生活中與其產品目的相關的一般經驗，但不會具體針對產品。這些問題可能涉及到像是典型的週末活動和飲食習慣。接著，他們會聚焦於用戶在食物外送方面的具體經驗。他們可能會問這樣的問題：「為什麼你會訂購食物外送？」、「你通常如何訂購食物外送？」、「你通常在什麼時候訂購食物外送？」、「你對訂購食物外送的經驗通常是正面還是負面的？」

Finally, they’d narrow in on the specific problem or company, with questions like: “How often do you use Grubhub for food delivery?” “What is your experience with Grubhub for food delivery?”
最後，他們會聚焦於特定的問題或公司，提出諸如：「您多久使用一次 Grubhub 來訂餐？」、「您對 Grubhub 的訂餐體驗如何？」這樣的問題

At this point in your interview, you might find users are either starting to validate your hypotheses, or they’re bringing up other problems that aren’t in your domain. Give them space to share their other problems before you switch gears to your own agenda. Remember: you’re trying to understand the user, not validate that you are right. You never want to convince the user of anything. You're trying to understand their reality, even if it's objectively wrong. Giving users this extra space allows you to discover new problems that you may not have thought of, and that might be more important to explore in the next stage of the interview or future interviews.
在訪談的這個階段，你可能會發現使用者開始驗證你的假設，或者他們提出了其他不在你領域內的問題。在你轉向自己的議程之前，給他們空間分享其他問題。記住：你是想了解使用者，而不是驗證自己是對的。你永遠不應該試圖說服使用者任何事情。你要試著理解他們的現實，即使那是客觀上錯誤的。給予使用者這些額外的空間，可以讓你發現一些你可能未曾想到的新問題，而這些問題可能在訪談的下一階段或未來的訪談中更值得探索。

This is why it’s important to avoid treating your questions like boxes you need to check. The purpose of a user interview is not for the user to answer all your questions; it’s for their statements to help you answer your questions.
這就是為什麼避免將問題視為需要勾選的方框如此重要。使用者訪談的目的不是讓使用者回答你所有的問題，而是透過他們的陳述來幫助你解答你的問題。

When you get an interesting new insight, follow the thread. Ignore the script for a minute and pursue that train of thought to its conclusion. It could lead to something you hadn’t considered and they wouldn’t have known to tell you.
當你獲得一個有趣的新見解時，請追隨這條線索。暫時忽略原有的計劃，追隨這個思路直到它的結論。這可能會引導你發現一些你未曾考慮過的事情，而他們也不會知道要告訴你。

This is especially important when you transition from the build phase to the peak phase. If a more interesting or pressing problem surfaces during the build, you should prioritize that problem during the peak.
這在從建設階段過渡到高峰階段時尤為重要。如果在建設過程中出現了更有趣或更緊迫的問題，你應該在高峰階段優先處理該問題。

Now, let’s move to the peak of the interview. Most of your insights from the interview tend to be concentrated here, so you should be spending about 25-30 minutes of a 45-minute interview on these questions.
現在，讓我們進入訪談的高潮部分。大多數的見解通常集中在這裡，因此在一場 45 分鐘的訪談中，您應該花費大約 25 到 30 分鐘在這些問題上。

Generally, in this section of the interview, there are 3 main areas to understand from the user's perspective: Is our hypothesized problem accurate? What alternatives do users leverage to solve the problem today? And how severe is the problem based on the solutions they have available to them currently?
通常，在訪談的這一部分，我們需要從使用者的角度了解三個主要方面：我們假設的問題是否準確？使用者目前採用哪些替代方案來解決這個問題？根據他們目前可用的解決方案，這個問題的嚴重程度如何？

Here are some example peak questions from Grubhub. Grubhub might have a hypothesis that delivery time accuracy is a pain point for users. If users have started to mention this during the build, they could follow up with questions like, “What is your experience with wait times using Grubhub?” Depending on users’ answers, Grubhub can determine what alternatives or solutions they use with a question like, “When delivery time ranges are too long, what do you do?” And finally, Grubhub can try to understand their experience given alternative options. They might ask, “How does picking up your food from the restaurant impact your experience of the meal?”
以下是 Grubhub 的一些高峰問題範例。Grubhub 可能有一個假設，即送餐時間的準確性是用戶的一個痛點。如果用戶在建構過程中開始提到這一點，他們可以跟進問題，例如：「您使用 Grubhub 時，對等待時間的經驗如何？」根據用戶的回答，Grubhub 可以通過類似「當送餐時間範圍過長時，您會怎麼做？」的問題來確定他們使用的替代方案或解決方案。最後，Grubhub 可以嘗試了解在有替代選擇的情況下，他們的用餐體驗。他們可能會問：「從餐廳取餐對您的用餐體驗有什麼影響？」

Let’s return to our Gusto example. As a refresher, the Gusto team is investigating an opportunity to improve the new employee onboarding experience for employers.
讓我們回到 Gusto 的例子。提醒一下，Gusto 團隊正在研究一個機會，以改善雇主的新員工入職體驗。

Imagine you are the PM responsible for structuring these user interviews. What questions would you ask in the build phase to understand a user’s relevant experiences and behaviors today? What targeted questions would you ask in the peak phase to better understand the user problem? 
想像一下，你是負責安排這些用戶訪談的產品經理。在構建階段，你會問哪些問題來了解用戶當前的相關經驗和行為？在高峰階段，你會問哪些針對性問題以更好地理解用戶問題？

Let’s look at the Gusto PM’s approach. During the build phase, they might start with, “How do you feel about your experience onboarding new employees today?” Next, the PM can follow up to ask about which tools or systems they use to onboard new employees currently. Finally, they might ask specifically about issues with their onboarding tools today. 
讓我們來看看 Gusto 專案經理的做法。在建構階段，他們可能會先問：「您對於今天新員工入職的體驗有什麼感受？」接著，專案經理可以進一步詢問他們目前使用哪些工具或系統來讓新員工入職。最後，他們可能會具體詢問今天在入職工具上遇到的問題。

In the peak phase, Gusto’s team can start to dig more into the specific user problem they identified: managing all of the activities necessary to properly onboard a new employee. They might start with, “Walk me through the steps you take to onboard a new employee.” Once the user has given them an overview, they might probe further by asking, “What do you do today to keep track of all of the different requirements and deadlines necessary for onboarding?” And finally, they can gauge severity by asking, “How does this alternative impact your onboarding experience today?”
在高峰階段，Gusto 的團隊可以開始更深入地探討他們所識別的特定用戶問題：妥善管理新員工入職所需的所有活動。他們可能會從「請告訴我您在讓新員工入職時所採取的步驟」開始。一旦用戶給出概述，他們可能會進一步詢問：「您今天是如何追蹤所有不同的要求和截止日期，以便入職的？」最後，他們可以通過詢問「這種替代方案如何影響您今天的入職體驗？」來評估嚴重性。

We’ve now walked through how to structure and conduct interviews. In the next lesson, we’ll talk about the last step of the user interview process: debriefing and synthesizing the user value.
我們已經介紹了如何結構化和進行訪談。在下一課中，我們將討論用戶訪談過程的最後一步：回顧和綜合用戶價值。