8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
1/78
Contextual Interviewing Module
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
2/78
2 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Contextual Interviewing
If Id ask my customers what they wanted, theydhave asked for a faster horse.
- Henry Ford
Consumers dont buy lawnmowers, they buy short
grass.
- Terry Grapentine
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
3/78
3 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Sales Data
Warranty Data
Field Reports
One-on-one sales calls
Talking to distributors
Outsourced market surveys
Customer satisfaction surveys
Internal category reviews Consumer focus groups
Customer panels
Traditional Voice of the Customer
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
4/78
4 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
The Problems with Traditional VOC
Listening to lead users or Innovative customerscan result in products too sophisticated orcomplicated for the average user in largest
segment of the market
Promotes a tendency toward incrementalsolutions
Kawasakis Jet-Ski
Yamahas WaveRunner
Customers do not always want new and improved
if they have to pay for it
Promotes a tendency to make me too products
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
5/78
5 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Outcome-Driven Research with Contextual Interviewing
Customers buy products and
services to help them get functionaland emotionaljobs done
Customers use metrics to define
the successful execution of a
specific job the metrics are theirdesiredoutcomes
An unmet need is a job or outcome
that is important to the customer,
and is not being satisfiedadequately
Objective is to Identify Unmet Customer NeedsAdapted from material created by Strategyn, Inc.
1
2
3
4
n
Outcomes
Job
Customer
Satisfaction
Importa
nc
eto
theCus
tomer
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
6/78
6 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Outcomes Provide a Solution Roadmap for the Future
Outcomes for the job ofStoring Music
Music Storage Technologies
1970s 1980s 1990s 2000s
Increase the number of songsthat are available
Vinyl Records Cassettes Compact Discs MP3
Minimize the amount of
distortion that is heard
Minimize the amount ofdamage during normal use
Minimize the amount of storagespace that is needed
Increase the degree to whichthe music sounds live
Adapted from material created by Strategyn, Inc.
Outcomes are Stable Over Time
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
7/787 Owned by BOS Program Office, Rev 0, 08/17/07
BOS Module Contextual Interviewing 4 Hour Overview
Decoupled Technology Development
1
2
3
4
n
Outcomes
Job 2008 2009 2010 2011 2012
PROJECT AAddress Outcomes 1,3,8 & 10
PROJECT BAddress Outcomes 2,6,9 & 13
PROJECT CAddress Outcomes 2,4,5 &7
TECHNOLOGY Efor Outcome #2
TECHNOLOGY Ffor Outcome #4
PROJECT DImprove Outcomes 1 & 3
Technology Needs Driven by Solutions Roadmap
Customer
Satisfaction
Importance to
theCustomer
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
8/788 Owned by BOS Program Office, Rev 0, 08/17/07
BOS Module Contextual Interviewing 4 Hour Overview
Benefits of the Customer Visit
Face-to-face communication
Understand how the customer
thinks (Thought World)
Reduce ambiguity
First-hand information
Vivid and credible
Improves utilization
Provides opportunity toencounter intact customer work
groups
Observation supplements andenhances dialog
R
ichnessofI n
fo
rma
tion Face-to-Face
Real-time Video
Phone Call
Delayed Written
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
Types ofCommunication
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
9/789 Owned by BOS Program Office, Rev 0, 08/17/07
BOS Module Contextual Interviewing 4 Hour Overview
Benefits of Cross-Functional Teams
Stereo Vision, i.e., people hear the same thing fromdifferent perspectives
Easier to achieve buy-in for a coordinated response
Minimizes friction between functions
Increases effectiveness and efficiency of theinterview
Two Goals:
Everyone with a piece of the puzzle has the
opportunity to hear things first hand and probe further Integrate all functions around a common vision of the
customer
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
10/78
10 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Launching a Program of Contextual Interviews
Articulate the decision to be made Set objectives for the interviews
Select Customers
Prepare the teams
Develop discussion and observation guides
Conduct the interviews
Analyze and report the data
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
11/78
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
12/78
12 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Getting to the Requirements
It is useful to start the discussion oncontextual interviewing byunderstanding the desired outcome
of the process
In most cases, the output of aprogram of interviews is a prioritizedlist of customer requirement
statements
What does a requirement statementlook like?
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
13/78
13 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Requirements Statements
Most customer requirement statements are either
ambiguous: Easy to use
Easy to maintain
or specify a solution (not the problem or requirement) The compressor must be oil-free
There has to be a touch-screen interface
Creating a uniform statement format addresses theseissues and provides clarity and cross-functionalalignment
Two Types of Requirements Statements Job Statements
Outcome Statements
Adapted from material created by Strategyn, Inc.
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
14/78
14 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Dissection of a Job Requirement Statement
Examples
Deliver compressed air to equipment on the factory floor, e.g., grinders, impact
wrenches, etc.
Prevent unauthorized entry after business hours
Maintain an automobile in working order
Deliver product sold to the customer
Determine the current value of an antique
when at an auction, e.g., fair market value, going rate, etc.
Action Verb Object of Action
Contextual Clarifier Example of Object of Action
Adapted from material created by Strategyn, Inc.
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
15/78
15 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
1. The statement must not include or make mention of a technology,
solution or product or service feature
2. The statement must not include ambiguous terms
3. The statement must state concisely just what the requirement is,without sacrificing clarity
use appropriate context
do not use and / or (separate into two statements)
do not use broad action verbs (e.g. facilitate, allow, etc) that
require further detail
specify what the customer is ultimately trying to achieve
4. The terminology and structure used in the statements must beconsistent from statement to statement
Rules For Formatting Job Statements
Adapted from material created by Strategyn, Inc.
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
16/78
16 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Examples of Incorrect Job Statements1. The statement must not include or make mention of a technology, solution or
product or service feature
2. The statement must not include ambiguous terms3. The statement must state concisely just what the requirement is, without
sacrificing clarity
4. The terminology and structure used in the statements must be consistent fromstatement to statement
Adapted from material created by Strategyn, Inc.
X-Ray a pet Violates Rule 1 X-Ray is a technology
Determine if a pet is overweight, e.g. calculate a weight index,
put pet on a scale, etc. Violates Rule 1 includes possible solutions
Determine if pet has ingested excessive poison
Violates Rule 2 excessive is ambiguous
Learn about new pet products and products in development
Violates Rule 3 should be separate statements
Treatment options must be understood
Violates Rule 4 incorrectly structured statement
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
17/78
17 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Dissection of a Outcome Requirement Statements
Minimize the time it takes to verify the accuracy of a desired outcome
with a customer, e.g., its meaning, completeness, exactness, etc.
Direction Unit of Measure Object of Control
Contextual Clarifier Example of Object of Control
Adapted from material created by Strategyn, Inc.
Examples Deliver compressed air to equipment on the factory floor,e.g., grinders, impact wrenches, etc.
Minimize the likelihood that production stops due to a loss of
compressed air pressure
Minimize the time required to apply the specified torque to abolt on the assembly line
Minimize the number of bolts that are not tightened to within the
specification limits
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
18/78
18 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
More Examples of Requirement Statements
Prevent unauthorized entry after business hours Minimize the likelihood that an authorized person is denied
building access after business hours Minimize the time required for an authorized person to gainaccess to the building
Minimize the likelihood that an unauthorized person couldgain building access by following an authorized personthrough the secured door
Maintain an automobile in working order Minimize the time it takes to change the engine oil Increase the likelihood that a mechanic has in their toolbox
all tools required to change the engine oil Deliver product sold to the customer
Increase the likelihood that the product is delivered when
agreed upon Increase the likelihood that the product delivered matches
the customers order Minimize the likelihood the product does not function upon
arrival at the customers facility
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
19/78
19 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
1. The statement must not include or make mention of a technology,
solution or product or service feature2. The statement must not include ambiguous terms
3. The statement must state concisely just what the requirement is,without sacrificing clarity
use appropriate context
do not use and / or (separate into two statements)
do not use broad action verbs (e.g. facilitate, allow, etc) that
require further detail
specify what the customer is ultimately trying to achieve
4. The terminology and structure used in the statements must beconsistent from statement to statement
Rules For Formatting Outcome Statements
Adapted from material created by Strategyn, Inc.
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
20/78
20 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Minimize the likelihood the provider makes a serious error in diagnosis
Examples of Incorrect Outcome Statements1. The statement must not include or make mention of a technology, solution or
product or service feature
2. The statement must not include ambiguous terms3. The statement must state concisely just what the requirement is, without
sacrificing clarity
4. The terminology and structure used in the statements must be consistent fromstatement to statement
Adapted from material created by Strategyn, Inc.
Violates Rule 2 serious is ambiguous
Minimize the time the provider must spend on non-diagnostic or
treatment issues during an appointment Violates Rule 3 separate intotwo statements
Minimize the time the provider must spend educating a patient on
treatment options, e.g., using brochures, websites, etc.Violates Rule 1 includes possible solutions
Increase the likelihood the doctor makes the correct diagnosis
Violates Rule 4 all of the other statements use the provider
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
21/78
21 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Small Group Exercise
Each team member read the example interviewtranscript and identify the job and outcomestatements
As a group combine your lists
Be sure to following the formatting rules for arequirement statement
Microsoft Word
Document
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
22/78
22 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Launching a Program of Contextual Interviews
Articulate the decision to be made Set objectives for the interviews
Select Customers
Prepare the teams
Develop discussion and observation guides
Conduct the interviews
Analyze and report the data
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
23/78
23 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Generate
Options
Evaluate
Results
Scan the
Environment
Select an
Option
The Decision Cycle
Customer visits andcontextual interviewinghave the most value in
scanning the
environment and
generating options
The number ofinterviews conducted is
usually too small to be
effective in selectingoptions or evaluating
results
Decision
Cycle
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
24/78
24 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Examples
Decision Issue Research Question(s)How should we grow the business? Identify potential new markets, i.e.,
what markets are available to us?
Evaluate sales potential andcompetitor penetration across
available markets, i.e., what marketshave the best opportunity to threatratio?
How can we leverage our brand? Who values our brand and for whatpurposes?
Identify the unmet needs of currentusers and potential users
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
25/78
25 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Launching a Program of Contextual Interviews
Articulate the decision to be made Set objectives for the interviews
Select Customers
Prepare the teams
Develop discussion and observation guides
Conduct the interviews
Analyze and report the data
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
26/78
26 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Contextual Interview Objectives
Examples Identify unmet customer needs Identify possible service enhancements
Identify jobs the customer would like to do, but cannot
Identify ways to exploit the brand
Explore customer perceptions of the new technology Describe the customer decision process
Good objectives indicate the deliverable of theresearch
Identify indicates the deliverable is a list
Explore and Describe indicate the deliverable is a
rich and detailed description
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
27/78
27 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Launching a Program of Contextual Interviews
Articulate the decision to be made Set objectives for the interviews
Select Customers
Prepare the teams
Develop discussion and observation guides
Conduct the interviews
Analyze and report the data
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
28/78
28 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Who Should We Interview?
Selection Process
Conduct analysis of the most important customer in the
value chain (See Value Innovation Module)
Select customer and potential customer organizations
to visit
Determine within the customer organizations whichfunctions need to be interviewed
For each function decide at what organizational level(s)
will you conduct the interviews, e.g., shop floor
supervisor or production manager
It doesnt matter how good an interviewer you are
if youre talking to the wrong person
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
29/78
29 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Selecting Companies to Visit
Review the market segmentation scheme
Examples: by industry, application, customer size,
high/low end, etc.
Consider other relevant distinctions among customers
Examples: strong/weak competitive position,
current/potential customers, uses the competitive
offering, end user/third party situations, lead users, etc.
Build a grid or make a list
The goal is to remind yourself of the diversity in your
customer base
You are trying to hear new things, not establish
statistical relevanceAdapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
30/78
30 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Example Customer Selection Matrix
Target having a minimum of 3 and preferably 5or 6 customers in each category
More than 5 or 6 in a category will not likelyresult in significantly more new learnings
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
31/78
31 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
How Many Customer Interviews?
From The Voice of the Customer by Abbie Griffin andJohn Hauser in Harvard Business Review
Need at least 12customer site visits to
be considered Market
Research
More than 30 site visitsis a waste of resources
You are not trying toestablish statistical
significance withcontextual interviewing
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
32/78
32 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Launching a Program of Contextual Interviews
Articulate the decision to be made Set objectives for the interviews
Select Customers
Prepare the teams
Develop discussion and observation guides
Conduct the interviews
Analyze and report the data
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
33/78
33 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Interviewing Skills
Contextual Interviewing requires three skills that must belearned and practiced
Active Listening
Probing
Note-taking
Like any skill, you have to practice to get better
Fortunately, to get useful information from aninterview you do not have to be a good interviewer
You just cannot be a bad interviewer
Active Listening
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
34/78
34 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Listening vs. Hearing
Hearing is physical process; natural; passive
Only 20% of the time, do we remember whatwe hear
Listening is a physical and mental process;active; learned process; a skill
Less than 2% of people have had formaleducation with listening
Listening is hard! We think at 1000 to 3000 words per minute
(wpm), but we listen at 125 to 300 wpm
75% of the time we are distracted,preoccupied or forgetful
Source: East Tennessee State University Employee Development Center
presentation entitled The Power of Listening, 2003
You must choose to participate in the process of listening
g
Active Listening
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
35/78
35 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Laziness and/or just not caring
Noise and or physical discomfort
Boredom from the fact that we hear 10 times fasterthat we speak
Turning the speaker off and dwelling on the plethoraof internal distractions
Being Distracted by the speaker Letting a remark of the speaker (with which we disagree) develop a
prejudice which clouds or puts a stop to any further listening
Developing your own rebuttal or listening mainly to find an openingto state what you have to say (competitive or combative listening)
Allowing personal characteristics of the speaker or their poor
delivery to prevent understanding
What Interferes with Listening?
Source: California Department of Corrections and Rehabilitation, The Art of
Listening, PowerPoint Slideshow
g
Active Listening
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
36/78
36 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Active Listening Techniques
Encouraging
Restating
Reflecting Summarizing
Source: California Department of Corrections and Rehabilitation, The Art of
Listening, PowerPoint Slideshow
g
Active Listening
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
37/78
37 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Encouraging
The purpose is to convey interest and to keep the
person talking To do this dont agree or disagree. Use
noncommittal words in a positive tone of voice
Examples
I see uh-huh
Thats interesting
What did you say then?
What did he say when you said that?
Be aware of your body language!
Source: California Department of Corrections and Rehabilitation, The Art of
Listening, PowerPoint Slideshow
g
Active Listening
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
38/78
38 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Restating
The purpose is to show that you are listening andunderstanding.
To do this, restate the others basic ideas using yourown words.
Examples If I understand you, you are saying
In other words, your decision is
Be aware of your body language!
Source: California Department of Corrections and Rehabilitation, The Art of
Listening, PowerPoint Slideshow
Active Listening
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
39/78
39 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Reflecting
The purpose is to show that you are listening andunderstand what they are feeling
To do this restate the others basic feeling
Examples
You feel that You were pretty disturbed by this
I was really when a similar thing happened to me.
Be aware of your body language!
Source: California Department of Corrections and Rehabilitation, The Art of
Listening, PowerPoint Slideshow
Active Listening
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
40/78
40 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Summarizing
The purpose is to pull important ideas, facts, etc.together, to establish a basis for further discussionand to review progress
To do this restate, reflect and summarize major ideasand feelings
Examples It sounds like what youre saying is
Let me see if I heard you right
These seem to be the key ideas you have expressed
If I understand you, you feel this way about the situation
Be aware of your body language!
Source: California Department of Corrections and Rehabilitation, The Art of
Listening, PowerPoint Slideshow
Active Listening
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
41/78
41 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Nonverbal Communication
Facial Expressions
Eye Movements
Placement and Movements ofHands, Arms, Head, and Legs
Body Posture and Orientation Variation in Voice Characteristics
Speaking Rate and Pause
Duration
Pitch or Frequency Intensity and Loudness
Physical separation
Face
Posture
Feet Legs
ArmsHands
Head
Adler, R.B., Rosenfeld, L.B. and Proctor, R.F. (2001) Interplay:
The Process of Interpersonal Communication. Orlando: Harcourt.
Probing
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
42/78
42 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Probing is Critical to Success
High
Low
Deg
ree
ofAbstractio
n
Statements
I hate the
headrest on myseatWhat about
the headrest
bothers you
the most?Its not
comfortable
Is the padding
hard, or is it in
the wrong
location?
The padding is fine, but
its too low. I think its
supposed to be
adjustable, but I cant
make it higher
Licensed from Six Sigma Consultants, Inc.
You want to collect actionable information
Probing
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
43/78
43 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Probing is Like Digging in an Old Mine
Adapted from Sheila Mello, Product Development Consulting, Inc.
Customer
Probing
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
44/78
44 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
I get frustrated
when I do the
maintenance
I get frustrated
when I do the
maintenance
Probing Gets to the Useful Information
Customers first answers are oftenincomplete.
Probing with follow-up questions is key
Statements ImagesLow
High
DegreeofAbs
traction
How many?
How old?
Can you take me
through what it is
like when
Lots of new
users are
young
Lots of new
users are
young
Licensed from Six Sigma Consultants, Inc.
Probing
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
45/78
45 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Probing Focuses on Outcomes / Problems
Ask questions to drive toward the desired outcome or problem and
not the customers solutions
Easy to
use
I hate the
location of the
controls
Put a plastic
cover over
the controls
Low
High
What does
this mean?
When is it a
problem?
What will that dofor you?
How do the
locations
affect you?
Outcomes / Problems Solutions / Complaints
D
egree
ofAbstra
ction
Licensed from Six Sigma Consultants, Inc.
Note-Taking
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
46/78
46 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Notes on Note-taking
Do not interpret what you hear. Record it verbatim Keep original pronouns. If the interviewee says I use thenotes should say I use not He uses or Uses
Do not edit the interviewees language. Every time you
change a word you are making a judgment
Do not summarize
Develop your own short hand
Focus on capturing answers. One or two words forthe questions are enough
Do not react to what is said Leave blanks if you fall behind. Try to capture key
words and reconstruct notes during debriefing
Note-Taking
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
47/78
47 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Techniques for taking notes faster
Write what you hear
Omit vowels where obvious
Abbreviate common words
Shorten endings of words
Omit vowels Shorten words
Examples
U cn sve tme if U cn lrn to tk nts lk ths
Dvlp a shrt hnd sys 2 mk nt tkng fstr Type tense like this: wrks, wrkd, wrkg, wrkr
You must practice all interviewing skills ahead of time
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
48/78
48 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Other Data Capture Tools
Always take notes Consider using a tape recorder and still camera if the
customer will allow it
Tape Recorder
Pros: Capture verbatim notes, ability to review keyexchanges, facilitates report writing
Cons: Can make customer uncomfortable, may constrain
dialogue, may not be culturally acceptable
Camera / Video
Pros: Accurate visual record Cons: Difficult to obtain permission from customer
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
49/78
49 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Launching a Program of Contextual Interviews
Articulate the decision to be made Set objectives for the interviews
Select Customers
Prepare the teams
Develop discussion and observation guides
Conduct the interviews
Analyze and report the data
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
50/78
50 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Discussion Guide Maximizes Usefulness
Agenda for the interview
Starting point for insightful dialogue Hierarchical organization of topics and sub-topics
It is a guide NOT a Questionnaire or Survey
Insures efficient use of time within the interview
Facilitates comparing data from different interviews Implements the research objectives
Caveats
Not a script
May need a separate interview guide for each customer group
Avoid being overly precise with interview guide questions
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
51/78
51 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Interview Guide Structure
Standard introduction Transition question
Open-ended summary questions
Follow-up questions for each summary question
Physical observation guide
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
52/78
52 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Standard Introduction
Goals for the Introduction Put the interviewee at ease
Make them feel important
Assure them this is not a sales call
Examples
Our team is engaged in market exploration activity in orderto guide the direction of future products and services.
Were here today because you have been carefully selected
as an expert in this area.
We are going to ask some questions that you will think,
they we should know the answer to that but, we appreciateyour indulgence because we dont want to take anything for
granted.
Because your views are extremely important to us, we will
be taking notes today.
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
53/78
53 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Transition Question
The purpose of a transitionquestion is to smoothly move thediscussion from the introduction
to the interview
Examples Please, describe your job or your
role within the organization
What is your typical day like?
Describe the differences between
the your best days at work and yourworst days?
What about your job, or what you do
at work, keeps you up at night?
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
54/78
54 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Summary and Follow-Up Questions
Purpose is to create the desired flow for thediscussion
Each question represents a topic on your agenda forthe discussion
Summary questions reflect the major areas ofdiscussion you want to cover
Follow-up questions are designed to help you probeinto specific topics within the major areas of
discussion
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
55/78
55 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Summary and Follow-up Question Examples
Summary Question Follow-up Question(s)Could you describe the process youuse to decide which product topurchase?
When you interview specific suppliers,what sort of things are you lookingfor?
How have you integrated information
technology into the quotationprocess?
Please, talk about the requirementsyour customers expect you to deliver
What requirements have you beenasked to deliver that you are havingdifficulty with?
Could you talk about how receptiveyour customers are to you introducingnew technologies?
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
56/78
56 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
The Best Questions
Launch a discussion the customer willingly pursues
without further effort from the interviewer Relate to something the customer has a lot to say
about
Are about the customer more than about the solution
we want to provide
Directly relate to the set of research objectives for theprogram
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
57/78
57 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Workhorse Questions
What are the tasks you are trying to do with this product?
What outcomes are you trying to achieve at this step in yourprocess?
Describe the environment where the product is used and theworkflow as it relates to the product
What problems have you encountered that have not been
solved to your satisfaction?
What do you like (or dislike) about?
follow-up by asking how what they like or dislike helps them
achieve their goals
List your top three reasons for ?
follow-up by asking how those things help them achieve
their goals
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
58/78
58 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Specialized Questions: Collecting Desired Outcomes
Typically, customers have three major goals for every
job they want to do Do the job faster Have less variability in the output
Get greater output (yield) from the same or less input
Example Outcomes
Minimize the time it takes to get thesystem operating at maximum capacity
Minimize the time it takes to install thelockset
Example Outcomes
Minimize the variation in preload torqueon the fasteners
Minimize the variation in air f low deliveredto the workstation
What makes [step x] time
consuming, slow, difficult to
execute, complex, etc.
What makes [step x] unstable,
unreliable, unpredictable, go
off track, etc.
What makes [step x] error
prone, costly, wasteful, limit its
output, inefficient, etc.
Example Outcomes
Increase the number of locksets that can beinstalled in one day
Increase the percentage of parts meeting thesurface finish requirement
Speed Variation Yield
Adapted from material created by Strategyn, Inc.
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
59/78
59 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Successful Questions are Clear
Keep Questions Short
Respect the limits of a person to hear andunderstand what you are asking
Approach complex issues with a series of shortquestions
Avoid complex grammar and syntax No run-on sentences
Attention spans are short
Avoid acronyms and jargon
Dont use language that would create a barrier
between you and the customer Use visual aids when possible and
appropriate
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
60/78
60 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Successful Questions are Productive
Productive
Causes the customer to stop and think Opens up new avenues for discussion
Yields specific information that has depth and context
Avoid questions that are
Too easy Answers are simple and final
Topic is trivial or peripheral to the main topic
Too hard
Beyond the capability of the person to answer
They have no motivation to answer
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
Only on a customer visit can you ask a provocative, thought provoking
question and get a well considered answer
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
61/78
61 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Successful Questions are Appropriate
Does not lead the customer to answer a specific way
Examples Dont you think
Isnt the case that
Wouldnt you agree that
Does not bias their answer by indicating you arecommitted to a particular viewpoint
Examples
Our company is really excited about what do you
think? We see the industry moving in this direction how do
you see it?
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
62/78
62 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Observation Guide
Prepares you to see what you are
searching for What do you want to know about the
physical environment?
Lighting, Temperature, Humidity,
Cleanliness, Clutter, Noise, etc.
What do you want to observe in the use
of your product or service?
Ease of use, Point of frustration,
Unintended uses, Workarounds, etc.
What do you want to notice about theemotional environment?
Are people friendly, helpful, hurried,
nervous, etc.
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
63/78
63 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Launching a Program of Contextual Interviews
Articulate the decision to be made Set objectives for the interviews
Select Customers
Prepare the teams
Develop discussion and observation guides Conduct the interviews
Analyze and report the data
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
64/78
64 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
The Components of a Interview
Greetings Introductions
Bonding and Rapport
General Questioning
Probing Interview Wrap-up
Plant Tour (Hopefully)
Goodbyes
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
65/78
65 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Managing the Interview
Responsiveness
Use facial expressions, body language and tone of voice
to show interest and give encouragement
Flexibility
The interview guide is not a script
Attentiveness Paraphrase what you hear as needed (You are better off if
the customer corrects about half your paraphrases)
Draw connections to the customers previous remarks
(This is a powerful way to show you are listening)
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
Build a relationship of trust, empathy and understanding
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
66/78
66 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Key Responsibilities
Interviewer (Moderator)
Lead what feels to everyone like a casual conversation with theinterviewee.
Distinguish between outcomes and solutions or specs (probe forthe Golden Nuggets )
Note-taker Produce a verbatim transcript of the interview that when read
sounds like the interviewee speaking orthey must capture a list ofjob and outcome statements that are verified by the interviewee Notes must be free of any judgment on the part of the note-taker. This can only
be accomplished by writing down exactly what the interviewee says includingtheir bad grammar and slang phrases
Observer
Develop an instinctive appreciation for what the customer wants todo and how the work environment impacts their ability to achievetheir goals
Ask follow-up questions during the interview as appropriate
Take pictures, video or make sketches
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
67/78
67 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Specific Situations
Customer goes on a tangent Listen for brief pauses andprogressively telegraph your desire to talk in a humble andapologetic way
They contradict themselves If it is a simplemisunderstanding then back off and let it go, otherwise indicateyou may have not understood them correctly earlier and ask
them to help you The customer argues Dont get pulled in. Refocus the
discussion on why they have their position
They are very negative Do not correct their false facts,refocus the discussion on why they feel the way they do
Customer becomes hostile When they are clearly upset,let them rant and rave until it all comes out Then, humblyexplain that you are there understand their needs to helpprevent the problem from reoccurring
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
68/78
68 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Debriefing After the Interview
The interview team must debrief with each other
immediately after the interview Topics to discuss
What was most important to the customer?
How does this customer compare to those of previous
interviews? What questions worked well?
What questions did not work well?
How does what you saw relate to what you heard?(Does one confirm or contradict the other?)
Evaluate the mechanics of the interview, e.g., did theopening statement work, were you able to build trust,etc.
I S R t th C t
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
69/78
69 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Skimming theSurface
Interrogation
You are not acasual observer
You are not aninvestigative reporter
Understand what its like to be your customer
In Summary Respect the Customer
From Sheila Mello, Product Development Consulting, Inc.
VERSUS
L hi P f C t t l I t i
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
70/78
70 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Launching a Program of Contextual Interviews
Articulate the decision to be made Set objectives for the interviews
Select Customers
Prepare the teams
Develop discussion and observation guides Conduct the interviews
Analyze and report the data
Adapted from Mastering the At of Customer Visits Management Roundtable
Seminar conducted by Edward McQuarrie, May 2007
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
71/78
71 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Converting Interview Data to Requirements
At least 3, preferably more people should
review each interview transcript and writedown the job and outcome statements
using proper formatting
Each individuals list of statements must
then be combined into a single list Resolve conflicts between similar
statements
Eliminate duplicate statements
Organize outcome statements usingvalue model for the job
P i iti i O t iti
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
72/78
72 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Prioritizing Opportunities
Once the task of identifying all customer requirements
statements is complete, they need to be prioritized
The technique involves surveying a broad cross-section of customers and potential customers
Provides statistical significance
Allows for opportunity based market segmentation
Typically will have 50 to 150 requirement
statements per customer job
Need to survey the customer about every
requirement
Consistent formatting of the requirement statementsreduces noise in the survey responses
P i iti i O t iti
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
73/78
73 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Administer a survey (web, phone) to a significant population
Determine the importance of each job and/or outcome Determine the degree to which each is satisfied, given the
solution(s) they are using today
Use the Opportunity Algorithm to calculate what is importantAND poorly satisfied
How important is it that you are ableto.?
Not ImportantAt All
SomewhatImportant
Important Very Important ExtremelyImportant
Increase the percent of plants that emerge atthe same time
1
2
3
4
5
Minimize the time it takes the plant to absorbnutrients once they are planted
1
2
3
4
5
How satisfied are you with your abilityto.?
Not SatisfiedAt All
SomewhatSatisfied
Satisfied Very Satisfied ExtremelySatisfied
Increase the percent of plants that emerge atthe same time
1
2
3
4
5
Minimize the time it takes the plant to absorbnutrients once they are planted
1
2
3
4
5
Prioritizing Opportunities
Adapted from material created by Strategyn, Inc.
Opportunity Landscape
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
74/78
74 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Exceptional Value is Created by Satisfying Unmet Customer Needs
Using an Opportunity
Landscape Map
Map the outcomes thecustomers are trying to
achieve by satisfaction &
importance ratings
Unmet needs are defined
as outcomes that areimportant and not well
satisfied
Blue Ocean Opportunitiesexist in both the Under-
Served and Over-Served
areas of the OpportunityLandscape
Opportunity Landscape
Satisfaction
Opp >15ExtremeOpportunity
Opp >10Solid Opportunity
Opp >12High Opportunity
Under-ServedAppropriately Served
Limited
Opportunity
1
2
3
4
5
6
7
8
9
10
1 2 3 4 5 6 7 8 9 10
Table
Stakes
Over-Served
Opportunity = Importance + max (Importance Satisfaction, 0)
Ripe for
Disruption
Potential for
Disruption
Importance
Opportunity Landscape
Adapted from material created by Strategyn, Inc.
O t it L d
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
75/78
75 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Opportunity Landscape
Satisfa
ct i
on
Opp >15Extreme
Opportunity
Opp >10
Solid Opportunity
Opp >12High Opportunity
Under-ServedAppropriately Served
Limited
Opportunity
1
2
3
4
5
6
7
8
9
10
1 2 3 4 5 6 7 8 9 10
Table
Stakes
Over-Served
Opportunity = Importance + max (Importance Satisfaction, 0)
Ripe for
Disruption
Potential for
Disruption
Importance
Opportunity Landscape
Greatest opportunityto delight customers
Must meet these
needs to even be
consideredWhat can youreduce or
eliminate to
pay for
innovation
Interviewing Practice Exercise
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
76/78
76 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Interviewing Practice Exercise
Groups of 3 people
Take turns asking questions, answering questions and taking notes
Each rotation lasts about 25 minutes
Interviewers and note-takers take about 5-10 minutes between rounds to
prepare questions
Interviews last 10-15 minutes
Debriefing for 5 -10 minutes
Debrief after each round
Did the interviewer probe deep enough? What other questions should
have been asked?
Do the notes accurately reflect what was said?
Each interview should use a different topic
Identify key reasons why they might not want to take an airline flight
Identify the key reasons they bought the car they are driving
Describe the processes they use to manage their individual finances
R i i Hi t
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
77/78
77 Owned by BOS Program Office, Rev 0, 08/17/07BOS Module Contextual Interviewing 4 Hour Overview
Revision History
Revision Date Description Author
Rev 0 8/17/07 Original Issue Innovation EFA
8/6/2019 Contextual Interviewing - 4hr Overview - Rev0
78/78
Top Related