git:20261002.46ac0a1 to git:20261002.d5668a9

- description: "Plan and audit customer discovery conversations using Rob Fitzpatrick's Mom Test to uncover past behavior, avoid flattering feedback, and assess real commitments. Use for startup ideas, interview guides, discovery transcripts, and early sales decisions."

- Use when a founder or product team needs to learn from prospective customers before committing development effort, improve an interview guide, examine an existing transcript, or decide whether an interested prospect is advancing toward purchase. The purpose is useful learning and sales progress rather than reassuring feedback. [S1]

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- For a planning task, produce a conversation guide. For supplied interviews, produce an evidence review. For mixed tasks, distinguish customer understanding from assessing interest in an offer; each has different success criteria. [S2]

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- ## Operational procedure

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- These steps adapt public material into an agent workflow. Select steps appropriate to the task and product stage. [S6]

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- ### 1. Define what the conversation must resolve

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- Write the proposed customer group, the decision being considered, and the unknowns preventing that decision. Select three important learning objectives for the next conversations, such as current processes, abandoned alternatives, and purchasing constraints. Organize questions around these objectives. [S4]

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- Seek answers that could change the plan, including unwelcome answers. Translate a threatening assumption into a question about something real, such as a previous purchase, an approval obstacle, or an unsuccessful attempt. Do not use the interview to collect reasons the founder is right. [S5]

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- State whether the immediate goal is understanding or selling. Success in understanding means new facts about the person's circumstances and choices. Success in selling means an actual next step toward buying or a clear indication that pursuit should stop. [S2]

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- ### 2. Choose reachable people and a natural context

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- Identify people who perform the relevant activity and a realistic place to talk with them. Where there is flexibility, start with customer groups the team already understands and can access; unfamiliar industries consume time before the team can even ask informed questions. [S4]

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- Practice with friendly contacts, then expand beyond that circle. Friendship eases practice; supportive reactions remain weak purchasing evidence. [S6]

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- Keep the encounter conversational. A brief exchange can answer a prepared learning objective without an elaborate interview appointment. Avoid making the customer feel like a test subject completing a questionnaire. [S4]

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- ### 3. Rewrite questions before using them

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- Apply three filters to each discovery question: it concerns the customer's life, asks for a specific past event rather than a forecast, and leaves space for the customer to explain. Replace questions about liking an idea, hypothetical usage, or imagined willingness to pay. [S3]

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- For example, replace an invitation to imagine better exercise habits with questions about their most recent attempt, what they actually tried, and where they stopped. Broad statements about what someone usually does can describe an idealized identity rather than their behavior. [S3]

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- Keep probes short and listen to the answer before selecting the next probe. Do not respond to their situation with your own similar story or a product explanation; either move shifts attention away from the person you are trying to understand. [S3]

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- ### 4. Reconstruct their current behavior and its reasons

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- Build a narrative of the relevant activity: the trigger, actions, tools, people involved, outcome, and reasons for choosing that approach. Ask to observe the activity when practical. The target is a mental model of what they already do and why, not a list of complaints. [S4]

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- Record existing investments of effort or money. When someone has no solution, distinguish lack of interest from unsuccessful searching or an inadequate alternative. Abandoned attempts and substantial manual work can reveal demand that a simple question about current software would miss. [S3]

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- Do not infer that spreadsheets, telephone calls, or paper imply a need for replacement software. Investigate what those tools enable and what makes the current process comfortable before recommending a change. A technically untidy workflow can still fit its users. [S7]

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- ### 5. Recover when the conversation becomes flattering

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- Treat praise of the founder or idea as a warning that discovery may have become a reassurance exercise. Do not count enthusiasm as evidence of future adoption. Return to a previously mentioned past event and explore it, or explicitly move into a sales conversation with a meaningful ask. [S5]

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- If the interviewer already pitched, mark subsequent compliments and predictions as reactions to that pitch. Preserve any concrete facts, but distinguish them from apparent validation. Repeated, increasingly positive meetings can conceal a lack of buying progress. [S2]

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- ### 6. Dig beneath requested features

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- When a customer requests a feature, investigate the result they want, how they pursue it today, and what prompted the request. Preserve the underlying goal separately from their proposed implementation. Customers understand their frustrations, but their chosen feature may solve the wrong problem. [S5]

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- Before turning that request into a roadmap, check the surrounding workflow. Identify where the product should begin and end, which existing tools it should cooperate with, and what behavior it would require users to change. Prefer a useful, bounded intervention over absorbing an entire process. [S7]

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- If demand appears strong but adoption would require changing established habits or beliefs, flag that mismatch. Enthusiasm about a problem can coexist with rejection of the proposed solution. Explore fitting the product to the customer's world before assuming education or additional customization will fix adoption. [S7]

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- ### 7. Choose the appropriate evidence for the product

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- For an explicit problem, conversations can uncover substantial information before a product exists. If value instead depends on a new experience, entertainment, or a noticeably better interaction, propose an earlier prototype and observe actual use; asking people to imagine the experience is weak evidence. [S6]

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- Do not label customer understanding as product validation. Treat the solution as a separate hypothesis even after the workflow and problem are understood. Specify whether the next unknown requires more conversation, a prototype, or a buying decision. [S6]

- ### 8. Ask for progress when there is an offer

- Once the task moves into sales, choose a commitment that fits what can honestly be offered now. Look for something the prospect values, such as time spent testing, reputation put behind an introduction, or money committed to access. Praise alone does not meet that standard. [S4]

- For early products, substantive testing commitments can precede payment. Evaluate the time actually given and the uncertainty it helps resolve. [S6]

- In organizational sales, examine access to the people needed for the purchase. An introduction to a boss, technical decision maker, or legal contact can advance the sale before revenue arrives. Record whether that step occurred, rather than inferring progress from repeated friendly meetings. [S2]

- ### 9. Turn notes into a decision

- Reflect on the evidence rather than merely storing highlights. Identify which belief changed, why it changed, and what the team should do differently. Separate the customer's report from your interpretation so the finished review exposes reasoning rather than simply recounting the conversation. [S8]

- For a guide, deliver the customer context, three learning objectives, rewritten questions with conditional probes, likely contamination risks, and a stage-appropriate next step. For an evidence review, deliver the concrete events, rejected reassurance, unresolved unknowns, and actual advancement. These formats operationalize the distinction between learning and selling. [S2]

- Finish with a decision note containing supporting facts, contradictory facts, the remaining uncertainty, and the next action that could resolve it. If the conversation has not supplied decision-changing information, say so. The test of useful learning is changed understanding or behavior, not a pleasing summary. [S8]

- ## Worked example: illustration only

- Invented scenario: a founder wants to build a dashboard for small agencies to report campaign results. One agency owner says the idea is brilliant and requests several charts. This is a fabricated example, not research evidence.

- The agent prepares objectives about the latest report, the current preparation process, and who receives it. Instead of soliciting opinions about charts, it asks the owner to reconstruct last Friday's report. The owner describes spending ninety minutes exporting numbers, putting them into a branded document, and emailing clients.

- Further probing reveals that clients want a readable attachment; they rarely log into tools. The useful finding concerns delivery and presentation, rather than a dashboard preference. This illustrates investigating the goal beneath a feature request. [S5]

- The agent proposes testing a document-generation prototype that works with existing exports. It treats that proposal as a solution hypothesis. The owner schedules a session using a real report, but has not purchased. The output records committed testing time, unresolved purchasing authority, and the dashboard assumption weakened by the client's workflow. This illustrates bounded workflow design and evidence appropriate to the product's stage. [S7] [S6]

- ## Sources

- All sources below were fetched with curl. Only public pages, essays, and interview transcripts were used; no purchased or unauthorized book text was used.

- 1. [S1] The Mom Test, official book and method website. https://www.momtestbook.com/

- 2. [S2] Rob Fitzpatrick's public Indie Hackers AMA, answers on learning and selling. https://www.indiehackers.com/post/im-rob-fitzpatrick-i-wrote-the-mom-test-book-went-through-yc-s07-learned-how-to-do-sales-as-a-techie-and-live-off-full-passive-income-ama-4989966b85

- 3. [S3] Learning Leader episode 451, Rob Fitzpatrick interview transcript, especially customer evidence and the three rules. https://podscripts.co/podcasts/the-learning-leader-show-with-ryan-hawk/451-rob-fitzpatrick-how-to-talk-to-your-customers-how-to-ask-great-questions-how-to-be-useful-the-mom-test

- 4. [S4] How to Talk to Customers and Validate Your Business Idea, Everyone Hates Marketers interview transcript. https://www.stfo.io/podcast/how-to-talk-to-customers-and-validate-your-business-idea-when-everyone-is-lying-to-you/

- 5. [S5] EP 231, The Mom Test with Rob Fitzpatrick, Innovation Show interview transcript. https://theinnovationshow.io/episode/ep-231-the-mom-test-with-rob-fitzpatrick/

- 6. [S6] Rob Fitzpatrick, How an entrepreneur's journey yields compound interest, Audience Explorer interview transcript. https://gettheaudience.com/e23-entrepreneur-compound-interest-rob-fitzpatrick/

- 7. [S7] Workflows and worldviews / Deciding where your product ends / Idea traps, Rob Fitzpatrick essay. https://robfitz.com/c/writing/workflows-and-worldviews-deciding-where-your-product-ends-idea-traps/

- 8. [S8] If you aren't taking notes, stop reading / Slower process, faster progress / Healthy externalities, Rob Fitzpatrick essay. https://robfitz.com/c/writing/if-you-aren-t-taking-notes-stop-reading-slower-process-faster-progress-healthy-externalities/