Enthusiasm can get in the way
When you care about a solution, it is easy to explain its benefits before understanding the problem. The conversation then becomes a pitch. A participant may agree because the idea sounds reasonable or because they want to be helpful. That agreement tells you less than a detailed account of their actual work.
Start with the last real event
Ask the person to describe the last time they faced the situation. What triggered the task? What did they try? Where did they get stuck? What happened next? These questions reveal behavior, context, and workarounds that a general “would you use this?” question often misses.
Follow their language
Ask for clarification when a word or step is unfamiliar. Avoid substituting your own explanation too quickly. A pause can give someone space to recall an important detail. If they mention a workaround, explore why it exists and what makes it good enough to keep using.
Keep concept feedback separate
There can be a useful place for showing an idea, but distinguish that part of the session from problem discovery. Ask participants to complete a task or interpret the concept. Record what they do and misunderstand. Do not treat compliments as a reliable measure of adoption or willingness to pay.
Synthesize without flattening the differences
Keep observations, exact quotations, and interpretations separate. AI can help organize approved notes, but check every quoted passage and source link. Preserve disagreement between participants. A neat theme is not more valuable than an accurate account of variation.
End with a better question
Write what the interviews changed in your understanding and what remains uncertain. Decide whether to observe another segment, inspect behavioral data, revise the prototype, or stop. The value of an interview is the learning it supports, including evidence that your original idea needs to change.