# The Jobs to Be Done Playbook  ## Metadata - Author: [[Jim Kalbach, Micahel Tanamachi, and Michael Schrage]] - Full Title: The Jobs to Be Done Playbook - Category: #books ## Highlights - Resting your growth strategy on fuzzy concepts like “needs” and “empathy” is daunting. While psychology and other fields have precise definitions of human needs, business does not. As a result, risk-averse organizations struggle to grasp the customer perspective and align to it. ([Location 156](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=156)) - Tags: [[favorite]] - First, having a clear unit of analysis—the job—provides a tangible focal point. Needs, emotions, and aspirations are then seen in relation to the job, layered on only after an understanding of the main job. ([Location 185](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=185)) - Tags: [[favorite]] - Framing the job as universally as possible better prepares you to create solutions around how customers may act in the future, not tied to the past. ([Location 189](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=189)) - “There is only one valid definition of business purpose: to create a customer... the business enterprise has two—and only these two—basic functions: marketing and innovation.” ([Location 207](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=207)) - Tags: [[favorite]] - In other words, businesses exist to create value—value as perceived by customers in satisfying needs (innovation) and value for the company by staying profitable (go-to-market). ([Location 209](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=209)) - Tags: [[favorite]] - Discover value: Find the right problem to solve for the people you serve. • Define value: Set the direction for addressing the problem you’ve identified. • Design value: Create solutions that are desirable, viable, and useful. • Deliver value: Present the solution to the market in a successful business model. • (Re)develop value: Continue to innovate and grow the business. ([Location 212](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=212)) - FIGURE I.1 Providing solutions that customers value is an ongoing process between innovation and go-to-market activities. ([Location 222](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=222)) - The CEO of a company, for instance, could look at customer JTBD to inform strategy. The director of a product line could leverage JTBD to prioritize development. A marketer could use JTBD to help shape messages. Support agents could use JTBD to solve customer issues in a consistent way. There are few parts of an organization that wouldn’t benefit from JTBD thinking. ([Location 239](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=239)) - Tags: [[favorite]] - More specifically, this book is for people who have limited resources and would like to use JTBD in a lightweight manner. ([Location 245](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=245)) - Instead of looking at the demographic and psychographic factors of consumption, JTBD focuses on what people seek to achieve in a given circumstance. ([Location 282](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=282)) - Tags: [[favorite]] - “People don’t want a quarter-inch drill, they want a quarter-inch hole.”1 This quote captures the essence of JTBD: focus on the outcome, not the technology. ([Location 289](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=289)) - Overall, JTBD is about understanding the goals that people want to accomplish, and achieving those goals amounts to progress in their lives. Jobs are also the motivators and drivers of behavior: they predict why people behave the way they do. ([Location 303](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=303)) - Tags: [[favorite]] - My definition of a job is simple and broad: The process of reaching objectives under given circumstances ([Location 306](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=306)) - my interpretation of JTBD sequences the steps for creating offerings that people desire: first, meet the functional objectives and then layer the aspirational and emotional aspects onto the solution. ([Location 311](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=311)) - JTBD falls broadly into two camps. On the one side, there is the so-called “Switch” school of thought, pioneered by Bob Moesta. Through qualitative interviews, the Switch technique seeks to reverse engineer the underlying motivation for changing from one solution to another. The researcher can then deduce why people “hire” a solution to get a job done and analyze the forces of change. The aim is to increase demand for a given product or service. ([Location 319](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=319)) - On the other side is Tony Ulwick’s Outcome-Driven Innovation (ODI), a strategy and innovation approach focused on pinpointing customer-centered opportunities. In qualitative interviews, ODI uncovers all of the desired outcomes that people want from getting a job done in a given domain. In a separate step, these desired outcomes are prioritized with a quantitative survey. ODI increases the adoption of innovation by creating products that address unmet needs. ([Location 322](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=322)) - The focus of the story is on demand generation of an existing product (buying a milkshake) not on understanding the underlying objective (getting breakfast on the go). ([Location 346](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=346)) - Ultimately, your goal is to make products people want, as well as make people want your products. ([Location 353](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=353)) - Tags: [[favorite]] - Overall, JTBD is not a single method: it’s a lens, a way of seeing. JTBD lets you step back from your business and understand the objectives of the people you serve. ([Location 358](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=358)) - individuals are motivated to make progress toward an objective. If an organization knows in advance what drives customer behavior, it has a better chance at creating successful solutions. ([Location 364](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=364)) - People employ products and services to get their job done, not to interact with your organization. ([Location 367](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=367)) - Tags: [[favorite]] - Note: So make interactions painless in a seamless journey - Customer journey investigations seek to answer questions such as: When do people first hear about a given solution? How did they decide to select the organization’s offerings? What keeps them using it? These are all important questions to answer, but they also don’t get to the underlying job. ([Location 371](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=371)) - Jobs are stable over time, even as technology changes. ([Location 378](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=378)) - People seek services that enable them to get more of their job done quicker and easier. ([Location 385](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=385)) - investigating the process of what people are trying to achieve. Mapping the job, not the buying journey, provides unique insight. ([Location 387](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=387)) - Making the job the unit of analysis makes innovation more predictable. ([Location 392](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=392)) - Sales can leverage JTBD thinking in customer discovery calls to uncover the objectives and needs that prospects are trying to accomplish. ([Location 404](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=404)) - Marketing specialists can create more effective campaigns around JTBD by shifting language from features to needs. ([Location 405](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=405)) - Customer success managers can use JTBD to understand why customers might cancel a subscription. ([Location 407](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=407)) - JTBD provides a human-centered way of viewing people you serve. The approach lets you connect with customers on their own terms. ([Location 412](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=412)) - JTBD is compatible with modern techniques, such as Design Thinking, Agile, and Lean. For instance, take an unmet need from JTBD research and turn it into a “how might we...” statement to kick off empathy-building exercises and ideation. Or user stories in Agile could be generated and organized based on jobs. Lean experiments could be framed around hypotheses statements that are grounded in JTBD research. ([Location 422](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=422)) - Tags: [[favorite]] - Ultimately customers are loyal to the job. ([Location 463](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=463)) - Tags: [[favorite]] - “A Job is a goal or objective; or a problem that must be solved in order to create a desired future-state. Yes, it’s progress as we are moving from a current-state to a future-state (in getting the job done). Executing a process or Job is progress. Solving problems is progress. Achieving goals and objectives is progress.” ([Location 465](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=465)) - Tags: [[favorite]] - The business imperative has flipped from a push to a pull: companies don’t sell products, they buy customers. ([Location 497](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=497)) - Tags: [[favorite]] - Job performer (who): The executor of the main job, the ultimate end user • Jobs (what): The aim of the performer, what they want to accomplish • Process (how): The procedure of how the job will get done • Needs (why): Why the performer acts in a certain way while executing the job, or their requirements or intended outcomes during the job process • Circumstances (when/where): The contextual factors that frame job execution ([Location 510](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=510)) - Think about two separate hats that are worn: one is for the job performer while carrying out the job; the other is for the buyer when purchasing a product or service. ([Location 522](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=522)) - Tags: [[favorite]] - Approver: Someone who authorizes the acquisition of a solution, e.g., a controller, a spouse or parent, or a budget holder • Reviewer: Someone who examines a solution for appropriateness, e.g., a lawyer, a consultant, or a compliance officer • Technician: The person who integrates a solution and gets it working, e.g., an IT support, an installer, or a tech-savvy friend • Manager: Someone who oversees a job performer while performing the job, e.g., a supervisor, a team lead, or a boss • Audience: People who consume the output of performing the job, e.g., a client, a downstream decision-maker, or a team • Assistant: A person who aids and supports the job performer in getting the job done, e.g., a helper, a teammate, or a friend ([Location 528](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=528)) - For instance, let’s say your company provides an online task management tool to enterprises. The job performer is the ultimate end user, perhaps a programmer on a development team. The buyer could be the collaboration software manager of the customer’s company, for example, who may need to get approval from a procurement office and have the legal department review any software agreement. The job performer also has a manager, who determines the practices around assigning tasks. Program managers may be the audience of the job performer when she presents progress to them. ([Location 543](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=543)) - Because they don’t mention solutions or technology, jobs should be as timeless and unchanging as possible. ([Location 555](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=555)) - The main job is broad and straightforward, serving as an anchor for all other elements of your JTBD investigation. ([Location 563](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=563)) - The main job shouldn’t include adjectives like quick, easy, or inexpensive. Those are considered to be needs, or the metrics by which job performers compare solutions, which are handled separately. ([Location 565](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=565)) - Tags: [[favorite]] - The main job is also different from your marketing message or value proposition statement, which tends to be persuasive to evoke an emotion. ([Location 566](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=566)) - Tags: [[favorite]] - It may be necessary to look at related jobs when devising a solution, or to consider broader jobs or narrower jobs. The main job sets your focus and everything else is seen in relation to it. ([Location 569](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=569)) - Emotional jobs reflect how people want to feel while performing the job. Statements usually start with the word “feel.” ([Location 582](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=582)) - Social jobs indicate how a job performer is perceived by others while carrying out the job. ([Location 585](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=585)) - The rule of thumb is to solve for the functional job first. It’s hard to solve for an emotional or social job if the functional job isn’t fulfilled. ([Location 589](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=589)) - To be consistent in describing goals, follow this simple pattern for writing job statements. verb + object + clarifier Examples include: visit family on special occasions, remove snow from pathways, listen to music on a run, and plan long-term financial well-being. ([Location 601](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=601)) - One trick is to think of a silent “I want to...” in front of each statement that then gets omitted later. ([Location 608](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=608)) - JTBD sees an “objective” as a procedure or a process. Job performers move through different stages of the goal as they strive to accomplish it. ([Location 637](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=637)) - FIGURE 2.5 Visualize the process of getting a main job done. ([Location 649](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=649)) - It’s critical to recognize that a job map is not a customer journey map. The aim is not to document how people come to your solution, decide to purchase, and stay loyal. That’s not their job to be done; it’s what your company wants them to do. Instead, a job map is a view into the behaviors and needs of individuals in the context of their daily lives. That may or may not include your solution. ([Location 651](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=651)) - First, in JTBD a “need” is seen in relation to getting the main job done. Needs aren’t demands from a solution, but an individual’s requirements for getting a job done. ([Location 668](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=668)) - Think of the job as the overall object or aim and needs as the success criteria along the way. As with job statements, formulating a need statement in a standard way is critical. Lance Bettencourt and Anthony Ulwick have developed a consistent way to notate needs in what they call desired outcome statements. There are four elements: Direction of change + unit of measure + object + clarifier ([Location 677](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=677)) - Direction of change: How does the job performer want to improve conditions? Each need statement starts with a verb showing the desired change of improvement. ([Location 681](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=681)) - Unit of measure: What is the metric for success? The next element in the statement shows the unit of measure the individual wants to increase or decrease. ([Location 684](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=684)) - Object of the need: What is the need about? Indicate the object of control that will be affected by doing a job. ([Location 687](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=687)) - A strength of the JTBD approach is that it separates goals from needs. Consider the job as the target that someone wants to get done, and the need as the measure of success or the expected outcome. ([Location 703](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=703)) - When and where does the job get done? JTBD also takes the context of getting the job done into account in order to be relevant to an organization. ([Location 713](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=713)) - Circumstances typically consist of aspects around time, manner, and place. ([Location 720](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=720)) - JTBD can be viewed on about four different levels (see Figure 2.6). • Aspirations: An ideal change of state, something the individual desires to become • Big Job: A broader objective, typically at the level of a main job • Little Job: A smaller, more practical job that corresponds roughly to stages in a big job • Micro-Job: Activities that resemble tasks but are stated in terms of JTBD ([Location 765](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=765)) - Having the category “aspirations” lets you capture a high-level thought, but then move down to the appropriate level of discussion. ([Location 793](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=793)) - Create solutions that get that job done first. Then consider aspects like emotions and aspirations for framing how the solution gets implemented and delivered to a market. ([Location 799](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=799)) - Two simple questions can help you get the right altitude: asking “why?” moves you up in the hierarchy; asking “how?” moves you down. ([Location 804](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=804)) - Tags: [[favorite]] - There are three key steps in scoping the JTBD domain: defining the main job, defining the job performer, and making a hypothesis about the process and circumstances. ([Location 825](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=825)) - Tags: [[favorite]] - It’s okay to recognize aspirations, but keep the main job simple and functional. A rule of thumb is to focus on the “what” main job—a functional objective—more than the “why” in terms of aspiration. ([Location 852](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=852)) - Reflect on a few simple questions to get started: • What business are you in? Consider your overall playing field by noting the sector, industry, and offering category you want to operate in. • What customer problems do you want to solve? Write down all of the challenges you want to overcome for customers. • What impact do you hope to generate? Write down the benefits you hope to bring customers. ([Location 859](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=859)) - Tags: [[favorite]] - Reflect an end state. Avoid framing main jobs as ongoing activities. It’s problematic to start a main job with words like manage, maintain, keep up, and learn because they don’t have a clear end state. ([Location 898](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=898)) - Test your main job statement against these questions: • Does the statement reflect the job performer’s perspective? • Does the job statement begin with a verb? • Is there a beginning and end point of the goal? • Might the job performer think, “The [object] is [verb]-ed”? (e.g., did the financial portfolio grow? Or was food sold on the street?) • Are the statements one-dimensional without compound concepts? • Would people have phrased the job to be done like this 50 years ago? ([Location 906](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=906)) - Very often, the term for the job performer is directly related to the main job. Keep it simple. ([Location 920](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=920)) - One approach while scoping the JTBD domain is to interview experts in a given domain initially. This often accelerates your learning about how to get a job done. ([Location 926](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=926)) - Surveys help understand satisfaction, usability tests improve products, and on-site visits deepen empathy. ([Location 996](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=996)) - Tags: [[favorite]] - You won’t find jobs from analytics or marketing surveys, and you can’t just “brainstorm” jobs and needs. You have to get out and talk to job performers in formal interviews. ([Location 1006](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1006)) - Recruiting scripts have three main parts. • Part 1: Introduction—Include a few sentences that recruiters read word-for-word to set the stage and the right expectations. • Part 2: Questionnaire—Present a series of questions to ensure that participants are job performers. Include exclusion criteria and points at which the recruiting interview can end. • Part 3: Schedule—Maintain a schedule of interviews. Find a slot with qualified participants. Typically, interviews are 1–2 hours. It’s better to go on site and interview face-to-face, but phone interviews are also possible ([Location 1024](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1024)) - Avoid recruiting only from your existing customer base to strengthen your focus on the job, not your solution. ([Location 1035](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1035)) - Try also sketching a diagram of the process together with the participant as the interview goes along. ([Location 1095](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1095)) - To get more specific and keep the conversation about their experiences, use the critical incident technique. There are three simple steps to follow. 1. Recall a specific incident. Have them remember a time when executing the job went particularly wrong. 2. Describe the experience. Ask them to describe what happened, what went wrong and why, and how they felt at the time. 3. Discuss the ideal state. Finally, ask what should have happened and what would have been ideal. This helps reveal their underlying needs. ([Location 1099](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1099)) - Tags: [[favorite]] - Research in pairs. Designate one person as the interviewer and the other as the notetaker. ([Location 1117](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1117)) - Schedule time to debrief immediately after each session or two. Review notes with your interview partner. ([Location 1118](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1118)) - Job steps: Indicate steps in getting a job done and the micro-jobs you find during the interview. Be sure to begin each with a verb and omit any reference to technologies or solutions. ([Location 1132](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1132)) - Emotional and social aspects: Record emotional aspects beginning with “feel” or “avoid feeling” and then social aspects with “be perceived as” or “avoid being seen as.” ([Location 1133](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1133)) - Needs: Listen for answers to your “why” questions, as well as hacks, workarounds, avoidances, and procrastinations. Be sure to note needs beginning with a verb that shows the direction of change. ([Location 1135](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1135)) - The Switch technique was developed and made popular by Bob Moesta and Chris Spiek to answer the question, “Why do customers ‘hire’ a given product?” The idea is to reverse engineer why people switch from one way of doing a job to another in order to uncover their underlying intent. ([Location 1169](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1169)) - There are six phases to work through, each articulated by a key event, as seen in Figure 3.2. • First thought: This is the initial moment that a change is needed, often implicit. • Passively looking: The buyer is not putting energy into a search, but notices options. The first event makes the search explicit. • Actively looking: The buyer invests time and energy into seeking a solution. The second event transitions the buyer into a purchase decision. • Deciding: Here, the buyer consciously weighs alternatives. This phase ends with a decision to buy. • Consuming: After making a purchase, the buyer uses the product or service. Either the product experience is completed, or it’s ongoing. • Satisfaction: The solution either leads to progress, or it doesn’t. ([Location 1179](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1179)) - Tags: [[favorite]] - The goal of Switch interviews is to find the underlying motivation around buying and using a product. The intent is to understand the “switch” behavior. ([Location 1196](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1196)) - The point is to jog someone’s memory to recall why things got so bad that the company decided to switch. Then focus on the impact on their work after the switch. ([Location 1221](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1221)) - Hidden decision-makers can be identified with CCR, challenging the assumptions of traditional methods as to who makes decisions ultimately. ([Location 1234](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1234)) - Unarticulated needs emerge from CCR interviews, bringing opportunities for new product and service concepts to be developed. ([Location 1238](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1238)) - It depends on if you want to be more abstract and focus on the job independent of an existing market, or if you want to take your solution as a starting point and deduce jobs from there. ([Location 1247](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1247)) - At the center are the four forces of change: • A problem with the current product leads a consumer to consider a new solution. • The attraction of a new product pulls them away from their existing ways of working. • Uncertainty about change provides a reason to stay. • Habits keep consumers from switching. ([Location 1267](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1267)) - Klement writes: “People don’t buy products just to have or use them; they buy products to help make their lives better (i.e., make progress).” ([Location 1281](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1281)) - You can use the diagram to organize your research findings. Divide a sheet of paper or document into four quadrants and label them with “problems,” “attraction,” “anxiety,” and “habit” going clockwise from the upper left. Then, as you review your notes from your interviews, sort your insights into each of the categories. When completed, you should have an outline of the reasons for switching. Do this across multiple interviews until clear patterns start to emerge. ([Location 1296](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1296)) - 2. Introducing change in a company. When you get to the bottom of it, the forces are really about any type of change. Use the technique to find where the biggest hurdles may lie. For instance, if a company is rolling out Agile practices to the product development team, you can use the forces to diagnosis potential fail points: ([Location 1334](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1334)) - Making a personal change. We all struggle with changing our bad habits—whether it’s sticking to a diet or staying in touch with family and friends. Or, in Kupillas’ case, convincing friends to write more on Medium. • Problem (push): What pains do people have today when changing a habit? • Attraction (pull): What are the benefits? What will you get out of it? • Uncertainty (anxieties): What could go wrong? What are people apprehensive about? • Habit (familiarity): What makes people lack action? What habits hold them back? ([Location 1347](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1347)) - Tags: [[favorite]] - Note: Let's apply 4-forces to habit making or to personal development strategy/reviews. - Note that it’s not about mapping tasks or physical activities, but about creating a sequence of smaller goals that make up the main job. Ideally, the job map will not include any means of performing the job. ([Location 1374](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1374)) - Tags: [[favorite]] - A job map is not a customer journey, service blueprint, or workflow diagram. ([Location 1376](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1376)) - Tags: [[favorite]] - Instead, the map reveals the process of completing the job from the executor’s point of view, not the buyer or customer perspective. ([Location 1378](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1378)) - a universal structure for all job processes with eight standard phases (see Figure 3.5).7 1. Define: Determine objectives and plan how to get the job done. 2. Locate: Gather materials and information needed to do the job. 3. Prepare: Organize materials and create the right setup. 4. Confirm: Ensure that everything is ready to perform the job. 5. Execute: Perform the job as planned. 6. Monitor: Evaluate success as the job is executed. 7. Modify: Modify and iterate as necessary. 8. Conclude: End the job and follow-up. ([Location 1381](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1381)) - The list below reflects some common verbs for each of the stage types in the universal job map. 1. Define, Plan, Select, Determine 2. Locate, Gather, Access, Retrieve 3. Prepare, Set up, Organize, Examine 4. Confirm, Validate, Prioritize, Decide 5. Execute, Perform, Transact, Administer 6. Monitor, Verify, Track, Check 7. Modify, Update, Adjust, Maintain 8. Conclude, Store, Finish, Close ([Location 1395](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1395)) - Since job maps are chronological, it’s easier to start with the three large phases of the main job: beginning, middle, and end. ([Location 1407](https://readwise.io/to_kindle?action=open&asin=B07X1LQ45Y&location=1407))