Uncovering User Needs with Jobs-to-be-Done

Jul 8, 2024

Why Conduct User Interviews?

Quantitative data tells us what users are doing, but often fails to explain why. User interviews bridge this gap, providing crucial context and uncovering the motivations, struggles, and goals that drive user behavior. They combat assumptions and help us understand the real-world situations our users navigate.

The Jobs-to-be-Done (JTBD) Framework

JTBD is a powerful framework for understanding user motivation. The core idea is that users "hire" products or services to get a specific "job" done – to make progress in a particular circumstance. JTBD interviews focus on understanding this "job," the context surrounding it, and the user's desired outcome.

Effective JTBD interviews help clarify:

  • The User's Current State: What struggles or challenges are they facing right now?
  • The Desired Future State: What progress are they trying to make? What does success look like for them?
  • The Value Proposition: How does (or could) your product help them bridge the gap between their current and desired state?

It's important to remember JTBD isn't primarily a prioritization tool itself. Instead, it acts as a lens to deeply understand user needs and identify areas deserving attention.

The Four Forces of Progress

Why does someone switch to a new solution or stick with their old ways? JTBD uses the "Four Forces" model to map these dynamics:

  1. Push of the Situation: Problems, frustrations, or dissatisfaction with the current way of doing things.
  2. Pull of the New Solution: The perceived benefits, appeal, and promise of the new way.
  3. Anxiety of the New: Uncertainty, fears, perceived risks, or the learning curve associated with switching.
  4. Attachment to the Old: Existing habits, routines, comfort levels, and perceived switching costs.

A switch typically happens only when the Push and Pull significantly outweigh the Anxiety and Attachment.

Finding the Right People to Interview

Meaningful insights require talking to the right users. Consider these segmentation approaches:

  • Behavioral: Based on how they interact with the product or problem space (e.g., power users, infrequent users, users who tried and abandoned, users facing specific issues).
  • Domain: Based on their industry, market vertical, or specific field of activity.
  • Demographic: Age, role, location, etc. (Often less indicative of the "job" than behavioral factors).
  • Psychographic: Lifestyle, values, technical aptitude, attitudes towards change.

Focus on segments most likely to have recently struggled with the "job" you're investigating.

Principles for Effective Interviewing

Conducting a good JTBD interview involves creating a comfortable space for storytelling.

Setting the Stage:

  • Explain the Purpose: Clearly state you want to understand their experience and the journey they went through.
  • Be Transparent: Mention any context you already have.
  • Set Expectations: Confirm the time, emphasize they'll do most of the talking, and reassure them there are no right/wrong answers.
  • Ask to Record: Explain it helps you focus on listening.

During the Conversation:

  • Listen More, Talk Less: Aim for 90% listening, 10% guiding. Your role is to prompt and clarify, not to lead.
  • Build Rapport: Help the interviewee feel relaxed and valued.
  • Don't Lead or Interrupt: Avoid suggesting answers or cutting off their train of thought. Use silence to encourage elaboration.
  • Stay Neutral: Observe their story without judgment.
  • Resist Solving: If they describe a pain point, don't jump to solutions. Dig deeper into the struggle itself.
  • Use Open-Ended Probes: Ask "Tell me more about that," "What happened next?" "How did that make you feel?" "What were you thinking at that moment?"
  • Summarize to Confirm: Periodically check your understanding: "Okay, so it sounds like you were feeling X because Y happened?"
  • Redirect Feature Talk: If they ask for features, pivot back to the underlying need: "That's interesting. Help me understand the situation where that would be useful. What would that allow you to do?" or "What problem would that solve for you?"

Wrapping Up:

  • Final Thoughts: Ask, "Is there anything important about your experience that we haven't touched on?"
  • Feedback on Questions: Ask, "Which questions were most helpful in jogging your memory?" or "Were there questions you expected me to ask?"
  • Clarify Next Steps: Confirm any follow-up actions.

Sample Interview Questions

Structure your questions to follow the user's journey. This isn't a checklist, but a guide to the types of questions to ask.

1. The First Thought (The "Push")

  • "Think back to when you first realized you needed a way to [accomplish the job]. What was going on at that time?"
  • "What was the old way you were doing [the job]? What tools/methods were involved?"
  • "What wasn't ideal about that old way? What were the biggest frustrations or limitations?"
  • "Was there a specific trigger or event that made you actively start looking for something new?"
  • "How frequently were you experiencing these frustrations?"

2. Passive Looking (Exploring Options)

  • "Once you decided to look, what was the first thing you did?"
  • "What were you hoping a new solution would do for you? What did 'better' look like in your mind?"
  • "How did you search? (e.g., Google, asked colleagues, saw an Ad)"
  • "What different kinds of solutions did you come across or consider?"
  • "What was important to you as you evaluated these options?"

3. Active Deciding (Making the Choice / The "Pull" & "Anxiety")

  • "As you narrowed down your options, what stood out about [Specific Solution A vs. B]?"
  • (If they chose your product) "What made you decide to try/purchase [our product] specifically?"
  • "What were your biggest concerns or anxieties about switching to [a new solution / our product]?"
  • "How did the cost factor into your decision? How did you weigh value vs. price?"
  • "Who else was involved in making this decision?"

4. Consuming/Using (Ongoing Experience)

  • "Tell me about the first time you used [the new solution] for [the job]. How did it go?"
  • "How does using [the new solution] compare to the old way?"
  • "What aspects are working well? What parts are still a bit challenging?"
  • "How does this fit into your overall workflow now?"

5. Satisfaction (Did it Solve the Job?)

  • "Overall, how well does [the solution] help you accomplish [the job] compared to before?"
  • "What's the biggest positive change you've experienced since switching?"
  • "Are there still lingering frustrations or unmet needs related to [the job]?"

Conclusion

Conducting user interviews through the Jobs-to-be-Done lens provides invaluable insights into the 'why' behind user behavior. By focusing on the user's struggle, their desired progress, and the context of their situation, you gather the deep understanding needed to build products that truly solve problems and help users make the progress they seek.