In the era of information explosion, in-depth interviews are a key tool to tap into the “why” of users. This article provides an in-depth interview guide that covers its importance, common misunderstandings, and practical techniques to help you gain real needs and insights to improve the quality of your products and services.
In today’s world of information explosion and increasingly complex user behavior, how can we truly understand users and gain insight into their innermost needs, motivations, and pain points?
Data analytics can tell us the “what”, but it is often difficult to explain the “why”. In-depth interviews (IDIs) are a powerful weapon to bridge this gap and help us dive into the inner world of users and tap into their insights.
This “Complete Guide to In-Depth Interviews” will take you on a systematic exploration:
- The value of in-depth interview skills: Why is it an essential core skill?
- Common “pits” and “minefields”: Avoid these misunderstandings and make your interview twice as effective with half the effort.
- Interview Skills and Practical Methodology: How to Conduct an Effective Interview.
What does a product manager need to do?
In the process of a product from scratch, it is not easy to do a good job in the role of product manager, in addition to the well-known writing requirements, writing requirements, writing requirements, there are many things to do. The product manager is not what you think, but will only ask you for trouble, make a request:
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01 In-depth interview: Why is it an indispensable skill?
In-depth interviews are far from simple “chats” – they are a core competency that requires expertise, empathy, and keen insight.
The depth, context, and emotional connection it provides are a valuable asset that data cannot replace, and is a key part of driving innovation, avoiding risk, and realizing real user value.
1. Explore the real needs and motivations “under the iceberg”
User behavior (What) is only the tip of the iceberg, and the underlying attitudes, cognitions, emotions, motivations, and potential needs (Why) are the key to driving behavior.
Through open-ended questioning, follow-up, and empathetic listening, in-depth interviews can peel back the layers of cocoons and reach the innermost thoughts of users.
2. Build empathetic user empathy
Reading reports and watching data is never a subspar for the emotional connection that comes with face-to-face interaction with real users.
In-depth interviews give us the opportunity to “put on the user’s shoes”, feel their joys and sorrows, and understand their situation and limitations.
This empathy is a core driver for creating truly user-centric products and services.
3. Capture “unexpected” surprises and insights
Unlike structured questionnaires, in-depth interviews offer a high degree of flexibility.
Interviewers can instantly adjust their direction based on the user’s responses, delving into unexpected topics. Many breakthrough innovations and deep insights are often hidden in these “off-topic” conversations and details inadvertently revealed by users.
4. Reduce the strategic risk of “misdirection”
In-depth interviews in the early stages of product development or before major decisions can quickly verify market assumptions and identify potential risks at a relatively low cost. Avoiding investing a lot of resources based on false assumptions is a huge hidden value brought by in-depth interviews.
For example, a seemingly “perfect” feature may be found in an interview that users don’t care at all, or there are deeper obstacles, leading to timely adjustments.
5. Provide a “vivid and credible” basis for decision-making
A real user recording and a user’s original words are often more impressive to decision-makers than cold charts, and can effectively convey user voices and drive team consensus.
The output of in-depth interviews (e.g., user quotes, story clips) is a very persuasive communication material.
02 Be vigilant! In-depth interviews Common “pits” and “minefields”
What seems like a simple conversation is actually a hidden mystery.
Many interviews are not effective, not because the user does not cooperate, but because the interviewer unconsciously falls into various “pitfalls”. Here are some of the most common myths:
Myth 1: Turn interviews into “interrogations” or “sales”
Performance: Ask questions in a flurry of questions, stiff tone, interrupt users, rush to verify their hypotheses, and even sell their opinions or products to users.
Consequences: Users feel uncomfortable and stressed, close their minds, and give only perfunctory or “politically correct” answers.
Myth 2: Ask “inducing” or “closed” questions
Manifestation:
Inducing question: “Don’t you find this feature difficult to use?” (Presupposed “difficult to use” position)
Closed-ended question: “Do you like our new design?” (Only answer “yes” or “no”)
Consequences: It limits the breadth and depth of user responses, preventing access to real, rich ideas. Inducing problems will pollute the user’s true attitude.
Myth 3: “I think” – read the information with a preset bias
Performance: only listen to what you want to hear, selectively ignore information that does not match your expectations, draw conclusions too early, and amplify the user’s individual views into a common phenomenon.
Consequences: Seriously distorting the results of interviews, drawing wrong conclusions, and misleading decisions.
Myth 4: Lack of “effective follow-up”, shallow taste and stop
Performance: After the user gives a simple answer, the interviewer does not further explore the reasons, situations and feelings behind it, and is satisfied with the superficial information.
Consequences: Missed opportunities to tap into deep motivations and needs, interviews are mere formalities.
Myth 5: Ignore “non-verbal” information and only listen to “what was said”
Performance: Only pay attention to the content of the user’s oral expression, ignoring their tone, speech speed, expressions, body language and other non-verbal signals.
Consequences: Missing important emotional cues and implications. Sometimes non-verbal information reflects the user’s true attitude better than language.
03 In-depth interview practical methodology
We can break down the core task of the interview into the following key dimensions:
1. Learn to “break the ice” and “warm up”
The first few minutes of the interview are crucial. You need to quickly create an environment where respondents feel safe, relaxed, respected, willing and able to open up.
Key Tips:
1. Sincere and friendly opening
Smile, introduce yourself clearly (including your role and the purpose of the interview), thank the person for their time. Avoid overly official or blunt tones.
2. Reiterate the interview rules
Emphasize the confidentiality of the interview (anonymization of information), permission to record (explain the purpose, e.g., “to make sure no important details are missed”), and inform the approximate duration. Emphasize that “there is no right or wrong answer, we just want to know your real experiences and thoughts” to lower the respondent’s psychological defense.
3. Natural transition
Start with light-hearted, non-sensitive background questions (e.g., “Can you briefly describe your current work/life status?”). Or “In what scenarios do you usually come into contact with this type of product/service that we pay attention to?” “), helping the interviewee get into the state and also giving you some basic background.
4. Active listening attitude
Show focus and interest from the start. Lean forward slightly (offline), maintain moderate eye contact (online camera viewing), and nod your head at the right time to show understanding.
2. Learn to ask questions
The art of asking questions lies inGuiding rather than dominating is to stimulate rather than limit。
The following is a list of “DOs” and “DON’Ts” in the interview questioning session:
1. DOs (should be)
DO: Use open-ended questions
Purpose: Encourage users to elaborate, provide rich information, and avoid simple answers.
Tips: Mostly use “How”, “What”, “Why”, “Tell me about…”, “Talk about your … What are your thoughts on…”, “Take me back… (Walk me through…)” and other words.
Example:
Recommended: “Please describe the last time you used our app to complete [a task]?” ”
Recommended: “In your opinion, what characteristics should an ideal [type of service] have?” ”
DO: Focus on specific behaviors and past experiences
Purpose: to obtain more authentic and reliable information. People have clearer and more accurate descriptions of what they have actually done, rather than generic opinions or speculation about the future.
Tip: Encourage users to recall specific scenarios, events, and steps. Ask more about “last time”, “most recent”, “then”. You can use the “key event interview” (CIT) idea.
Example:
Recommended: “Can you recall your last time contacting customer service for [a question]?” What exactly happened at that time? ”
Recommendation: “You just mentioned that the registration process is a bit complicated, can you tell us specifically which step you were stuck at at that time and how you operated it?” ”
DO: Keep questions concise and clear, asking only one point at a time
Purpose: To avoid user confusion and ensure they can understand and respond to questions accurately.
Tip: If a question contains multiple aspects, break it into several smaller questions.
Example:
Recommendation: Ask first: “How do you feel about the new interface overall?” Wait for the answer and then ask, “What specific design elements impressed you?” ”
Compare (not recommended): “How do you feel about the visual design and interaction smoothness of the new interface?” (asked two points at once)
DO: Stay neutral and avoid implying bias in the question
Purpose: Get real, unbiased views from users, not what they think you want to hear.
Tip: Use neutral words and avoid words with emotional overtones or pre-positioned words.
Example:
Recommended: “Tell us what you think about this new feature?” ”
Comparison (not recommended): “Don’t you think this new feature is particularly great?” Or “Is this new feature hard to use?”
DO: Use different types of problem combinations flexibly
Purpose: To explore information from different angles and depths to make the interview content more comprehensive.
Technique: Interspersed according to the interview process and needsMacro questions (understand the whole picture), micro problems (focus on details), example questions (get examples), ask questions (explore the reasons), etc.
Example:
Macro: “Can you tell us about how you manage your project progress as a whole?” ”
Micro: “In the project management tool you use, how does the ‘task allocation’ link work? ”
For example: “You mentioned that sometimes you encounter communication dissynchronization, can you give a recent example?” ”
2. DON’Ts (should be avoided)
DON’T: Too much about hypothetical futures or general opinions
Consequences: Users’ predictions about the future are often inaccurate (“willingness” does not equal “behavior”), and general opinions lack detailed support and limited value.
Example:
Not recommended: “If we launch XX features, will you pay for them?” (The user may be polite and say yes, but not necessarily)
Instead, it should read: Explore existing pain points or behaviors related to the feature: “What difficulties are you currently experiencing with [relevant scenario]? How did you solve it? ”
Not recommended: “What do you think are the common problems with learning apps on the market?” (too broad)
Instead, it should read: “Focus on specific experiences: “What are some of the inconveniences that stand out to you in the learning apps you’ve used?” ”
DON’T: Use of industry jargon or “slang” that users may not understand
Consequences: Confusing users, alienating, or giving inaccurate answers in order not to appear ignorant.
Technique: Use concise and plain language that users can understand. If a term must be used, explain it.
Example:
Not recommended: “How do you think our product’s ‘cold start strategy’ works?” ”
Instead, it should read: “Did you find our products easy to get started with?” Is the guidance clear? ”
DON’T: Use a judgmental or questioning tone
Consequences: Making users feel challenged or untrusted, leading to a defensive mentality and a reluctance to share their true thoughts.
Tip: Maintain a curious and respectful attitude, and remain neutral even when hearing answers that don’t meet expectations.
Example:
Not recommended: “Are you sure that was how it was done then?” (with doubts)
It should be changed to: “Let me confirm my understanding, your operation steps at that time were A first and then B, right?” (Neutral confirmation)
3. Learn to “listen”
Deep listening is a “soft skill” that requires deliberate practice. It requires interviewers not only to “hear” voices, but also to “understand” people’s hearts. Here’s the canvas for “listening”:
DO: Give your full attention and eliminate distractions
Purpose: Make sure you capture all verbal and non-verbal details and convey your focus and respect to the interviewee.
Tips: Turn off mobile phone notifications, irrelevant web pages, and organize your desktop. During an online interview, keep your camera on and look at the screen (as if making eye contact). Put aside distractions in your heart, such as “what to ask the next question”.
DO: Use non-verbal signals to convey attention
Purpose: To make respondents feel heard and understood, encouraging them to continue sharing.
Tip: Nod and smile at the right time, maintain an open body posture (avoid crossing arms offline), and make short responses such as “hmm” and “okay” (be careful not to overdo it to avoid interruption).
DO: Listen to the full information (speech, tone, emotions, limbs)
Purpose: To fully understand the respondent’s expression, especially the information hidden under the literal meaning.
Tip: Not only listen to the content, but also pay attention to:
Tone of voice: excited, hesitant, exhausted, or sarcastic?
Speech Rate: Which parts speak fast/slow? Where does the volume increase/decrease?
Pause and hesitation: On what issues or topics did there appear noticeable pauses or thoughts?
Emotional vocabulary: Pay attention to words that express feelings, such as “happy”, “frustrated”, “trouble”, “surprise”, etc.
Nonverbal cues: facial expressions (frowning, smiling), eyes (flickering, firm), body movements (fidgeting, relaxing), sighing, etc.
DO: Be patient and avoid unnecessary interruptions
Purpose: Respect the pace of respondents’ thinking and expression, allowing them to fully articulate their views and stories.
Technique: After the other person has finished speaking, you can pause for a moment before answering to make sure the other party has finished expressing it. Try not to interrupt unless the other person is seriously off-topic or time is very tight.
DO: Embrace silence and give room to think
Purpose: Silence is sometimes a signal for thinking, and rushing to fill in the gaps can interrupt the emergence of deep thoughts.
Tip: When silence arises, maintain patience and eye contact, giving the person a few seconds to sort out their thoughts. Sometimes the most important insights come after the silence.
DO: Retelling and clarifying, confirming understanding
Purpose: Make sure you understand exactly what the other person means, avoid misunderstandings, and also make the other person feel taken seriously.
Technique: Summarize the other person’s point of view in your own words (“So you mean…, do I understand that right?”) “), or ask for clarification on the ambiguity (“You just mentioned ‘a bit difficult’, can you elaborate on it?”) ”）。
DO: Listen with empathy
Purpose: To try to understand the respondents’ situation, feelings, and motivations from their perspective.
Technique: Try to understand the other person’s emotions (even if you don’t agree with them), and say, “It sounds like that experience was not easy for you.” (Expressing understanding, not judgment).
DO: Set aside judgments and remain objective
Purpose: To avoid allowing your values, assumptions, or emotions to influence the reception and interpretation of information.
Technique: Focus on understanding “what happened” and “how the other person thinks/feels” rather than rushing to judge “this is right or wrong” or “is this what I expected”. Leave the analysis and judgment for the post-interview arrangement stage.
Fourth, learn to “ask”
Effective questioning is the essence of in-depth interviews, which requires skill, keen observation and empathy. Like a detective, find clues from clues and go deeper layer by layer; and like a partner, guide each other to share their inner world with respect and curiosity.
Here’s a list of tips to ask questions to help make your interview more penetrating.
Key Tips:
1. The basic principle of questioning
DO: Maintain a curious and respectful attitude of questioning
Purpose: Make users feel like your question is a genuine desire to understand, not a question or challenge.
Tip: Use a gentle tone and express a “I want to understand your thoughts more deeply” attitude.
DO: Asking “why” can be flexible
Purpose: To understand the reasons and motivations behind behaviors, opinions, or feelings.
Tip: Ask “Why?” directly. ” is a way, but to avoid a sense of interrogation, a milder variation can be used: “What made you choose/do it that way at the time?” “What is the main basis for your consideration? “Can you share more of the reasons why you think so?” ”
2. What information can be asked?
DO: Ask for specific details and context
Purpose: To concretize the vague description and restore the real scene of the incident.
Technique: Use things like: “Can you give an example?” “What was the specific situation at that time?” “Can you describe the process in detail?” “Who are the people/tools involved?” ”
DO: Ask about feelings and emotions
Purpose: Understand the subjective impact of events or experiences on users and capture information on a perceptual level.
Technique: “When… How did you feel when it happened? “What does that mean to you?” “What kind of experience did this bring to you?” ”
DO: Ask about the consequences and impact
Purpose: To understand the subsequent development of a behavior or event and its impact on users.
Technique: “What happened later?” “What has changed since then?” “Does this incident have any impact on your subsequent decisions/behaviors?” ”
DO: Ask questions based on non-verbal cues
Purpose: To explore potential inconsistencies or hidden messages between user verbal expressions and nonverbal cues (e.g., hesitation, sighing, frowning).
Technique: “I noticed that you seemed a little hesitant when you mentioned XX just now, can you share more of your thoughts?” “You sighed just now, do you feel that there is something wrong with this process?” ”
DO: Exploring boundaries and extremes
Purpose: Understand the strength, bottom line, and key triggers of user attitudes.
Technique: “Under what circumstances would you absolutely / absolutely not…?” “What is the most important/intolerable thing for you?” “If… (some kind of restriction appears), what would you do? ”
3. Questioning skills
DO: Use clarifying questions
Purpose: Ensure that you understand the user’s words or opinions accurately, especially if the other person uses vague or abstract vocabulary.
Technique: “You just mentioned ‘low efficiency’, which aspect do you refer to?” “Where is the ‘convenience’ you mentioned?” “I understand, what do you mean…, right?” ”
DO: Use contrasting questioning
Objective: To gain a clearer understanding of user preferences, evaluation criteria, and decision-making trade-offs through comparison.
Technique: “How is this different from the XX you used before?” “Is there any difference between your handling in case A and case B?” “What do you think are the advantages and disadvantages of this plan and another plan?” ”
DO: Use the “stepped questioning method”
Objective: Gradually mine from specific product attributes/behaviors to functional/psychological consequences (Consequence), and finally reach the core values of users (Value).
Tip: Repeatedly ask “What does this mean to you?” Or “Why is this important to you?” ”
Example:
User: “I like this feature because it saves time. ”
Follow-up question: “What does saving time mean to you?” ”
User: “It means I can have more time for other important things.” ”
Follow-up: “Why is it important to you to do other important things?” ”
User: “Because I want to balance work and life.” (Reaching Values)
5. Learn to “control the field”
Successful field control is about finding the sweet spot between structure and flexibility.
Here is a list of techniques for controlling the field:
DO: Clear opening and closing
Purpose: To establish anticipation and ensure a smooth start and end of the interview.
Tip: Clarify the purpose, duration, and rules of the interview at the beginning. To wrap up, give a brief summary, ask if there are any additions, thank you for participating, and inform follow-up (if needed).
DO: Use the interview outline flexibly, rather than sticking to it
Purpose: To ensure that the interview is oriented but also captures valuable information that is not expected.
Tip: Think of the outline as a roadmap rather than a precise script. Adjust the order of questions based on the natural flow of conversation. Allow users to “off-topic” moderately within the relevant scope, and explore this information if it has potential value.
DO: Always pay attention to the time and prompt at the right time
Purpose: To ensure that all core topics are covered within the specified timeframe.
Tip: Estimate the approximate time for each module. Pay attention to the time during the interview, you can use transition words for time prompts, such as: “Okay, we are almost talking about topic A, and the time is more than halfway, let’s focus on B…”
DO: Use fluent transition language to connect different topics
Purpose: Maintain coherence in conversations and avoid too blunt topic switching.
Technique: Use sentences that connect the previous and the next, such as: “Thank you for sharing so much about X, which reminds me of Y, can you talk about it…”; Or introduce the next one by summarizing the previous topic: “Just now we mainly talked about the challenges you encountered, and now I want to know what you think about the ideal solution…”
DO: Gently guide off-topic or overly talkative respondents
Purpose: Bring the conversation back to the main line while maintaining respect, ensuring interview efficiency.
Skill:
Affirmation and twist: “The point you just mentioned is very interesting, maybe we can go into more depth later.” Now I want to know about …”
Conclude and lead: “Thank you so much for sharing so many details. To make sure we cover all the important issues, let’s look at the next topic…”
Use questioning to guide the focus: Ask a question that is more relevant to the core goal and naturally shift the focus.
DO: Encourage taciturn or nervous respondents
Purpose: to help them relax and be more willing to share information.
Skill:
Give more patience and waiting time.
Use more specific and easy-to-answer questions as a starting point.
Express affirmation and encouragement: “The point you just mentioned is valuable. ”
Share some non-sensitive, neutral information (if appropriate) in moderation to create a more egalitarian atmosphere.
04 In-depth interview, a never-ending exploration
Mastering in-depth interviews is like mastering a key that unlocks the user’s inner world. It is not only a research skill, but also a way of thinking – a way of thinking that is people-oriented, asks the roots, and pursues true knowledge.
For user researchers, it is the core arsenal of your understanding of users and output value.
For product, design, operation, and market partners, it is your navigator to make smarter decisions and create better experiences.
It’s more of a practice of curiosity, empathy, how we better understand others, understand the world we live in.
When you truly master this “craft”, you will find that you can not only bring more valuable insights to your products and business, but also reap the joy of deep connection with people.
