Neuroscience shows that being truly listened to (the interviewee) and satisfying curiosity (the interviewer) both activate pleasure centers in the brain. This mutual enjoyment makes interviews a positive, self-reinforcing experience, countering fears that they are boring or intrusive for customers.
AI analysis tools tend to focus on the general topic of an interview, often overlooking tangential, unexpected "spiky" details. These anomalies, which pique a human researcher's curiosity, are frequently the source of the most significant product opportunities and breakthroughs.
The key to getting insightful feedback isn't just asking questions, but adopting a therapist-like demeanor. This specific interaction style makes customers feel comfortable enough to share openly, which is very different from a normal conversation and leads to deeper insights.
A common misconception is that user research involves asking customers to design the product. This is wrong. The process is a clear division of labor: customers articulate their problems and pain points. Your team's role is to then use its expertise and resources to devise the best solution.
When asked to describe a user process, an LLM provides the textbook version. It misses the real-world chaos—forgotten tasks, interruptions, and workarounds. These messy details, which only emerge from talking to real people, are where the most valuable product opportunities are found.
AI excels at clerical tasks like transcription and basic analysis. However, it lacks the business context to identify strategically important, "spiky" insights. Treat it like a new intern: give it defined tasks, but don't ask it to define your roadmap. It has no practical life experience.
The fastest way to convince a skeptical stakeholder of research's value is to have them watch a usability test on a critical conversion funnel. Seeing a real user struggle to find the "buy" button creates an immediate, visceral understanding that no summary report can ever match.
Focusing solely on accelerating research with AI misses its primary purpose. The true value of research is its transformative effect on the organization. It's about creating shared understanding and changing perspectives, not just generating insights as quickly as possible.
Implementing AI tools in a company that lacks a clear product strategy and deep customer knowledge doesn't speed up successful development; it only accelerates aimless activity. True acceleration comes from applying AI to a well-defined direction informed by user understanding.
When leaders use arguments like the "faster horses" quote, it's rarely about a genuine belief that research is valueless. Instead, it often signals fear—of being out of touch, of ceding the vision, or of challenging the status quo. The best response is empathy, not a factual takedown.
Henry Ford never said the famous quote used to discredit user research. In reality, his refusal to listen to customer desires for different colors, features like windscreens, and financing options allowed GM to seize market dominance, a position from which Ford never recovered.