name	layers-user-needs
description	Techniques for eliciting and prioritising user needs, pains, and desires — the opportunities that feed product strategy

/layers-user-needs

Assumes /layers-intro has been loaded. This skill is a library of techniques, not a script — see "How to use these skills" there.

User needs are what we think users are trying to achieve, and why — an interpretation built on observed behaviour and domain knowledge, not a direct capture of reality. This layer sits between the messy raw material of observation and the deliberate decisions of the solution space.

The outputs here are opportunities: needs (what users want to achieve), pains (what causes friction), and desires (improvements they'd value). All three are valid — elicit all three.

The decisions this layer makes

Who exactly the users are whose needs we're defining — and in what situation
What jobs they're trying to do: functional, emotional, and social
Which needs are grounded in evidence, and which are assumptions
Which needs matter most, and why

If the needs are already clear and grounded, don't re-elicit them for the sake of it — take them to /layers-product-strategy.

Disciplines — what keeps needs honest

Need, not solution. "When I need a report, I want to export to CSV" is a solution. Push to the underlying need.
Strip the mechanism. If the "When" clause references your specific solution (your dashboard, your CSM, your weekly email), you're describing the current system, not the need. Re-state it independent of who or what serves it: what's true about the user at the moment they need this? The need follows from the state, not the mechanism.
The "When" must be picturable. Specific enough to see the moment it happens — triggered by an event, a feeling, a rhythm, or a threshold crossed. Push until it is.
Elicit emotional and social jobs, not just functional. They're chronically under-articulated even when they're shaping behaviour. Asking explicitly is usually what surfaces them. (Functional → interaction & model; emotional → surface tone/feedback; social → surface, sometimes strategy.)
Mark confidence: observed / inferred / assumed.
Workarounds are signal. A need real enough to motivate a spreadsheet or a workaround email is a strong one.

Techniques

Job stories are the default; the rest suit particular situations.

Technique	Use it when
Job stories (JTBD)	Default. When [situation], I want to [motivation], so I can [outcome]. Keeps solutions out; the "When" clause forces specificity.
User stories	The team prefers role-based framing or an existing Agile workflow.
Top tasks analysis (Gerry McGovern)	Large existing user base — identify which tasks matter most by frequency. Statistical, survey-based.
Persona + scenario	Communicating to stakeholders who think in archetypes. Good for alignment; less precise for design.
ODI desired outcomes (Ulwick)	Precise, measurable statements — "Minimize [metric] when [context]." Maps directly to opportunity scoring.
Surface hidden needs	Prompts to find what's ignored: what users do before/after the moment you focus on; what they wish they didn't have to do; what a workaround currently serves.
Rough prioritisation	Order by importance × how poorly currently served. A need that matters and is badly served is a high-value opportunity. Keep it rough — precise scoring is strategy work.

Working with the designer

First settle who the users are and in what situation — not "users" but which type, when. If there's more than one distinct type with different needs, work them separately. Note the source (research, domain knowledge, or assumption); if it's assumption, mark it and plan to validate.

Then work the needs the designer raises through the disciplines above, and probe for hidden ones. Offer the technique that fits — job stories by default, ODI when measurability matters, top tasks when there's a large user base. Don't run a fixed sequence.

Capture only the residue: the prioritised needs with confidence ratings, the unprioritised-but-surfaced ones (so they aren't lost), gaps (probably-real needs not yet grounded), and any contradictions between user types. Keep it to what carries a decision.

These needs are the opportunities for /layers-product-strategy. If they're mostly assumed, consider /layers-observed-behaviour to gather evidence before building strategy on them.

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name	layers-user-needs
description	Techniques for eliciting and prioritising user needs, pains, and desires — the opportunities that feed product strategy

/layers-user-needs

Assumes /layers-intro has been loaded. This skill is a library of techniques, not a script — see "How to use these skills" there.

The outputs here are opportunities: needs (what users want to achieve), pains (what causes friction), and desires (improvements they'd value). All three are valid — elicit all three.

The decisions this layer makes

Who exactly the users are whose needs we're defining — and in what situation
What jobs they're trying to do: functional, emotional, and social
Which needs are grounded in evidence, and which are assumptions
Which needs matter most, and why

If the needs are already clear and grounded, don't re-elicit them for the sake of it — take them to /layers-product-strategy.

Disciplines — what keeps needs honest

Need, not solution. "When I need a report, I want to export to CSV" is a solution. Push to the underlying need.
Strip the mechanism. If the "When" clause references your specific solution (your dashboard, your CSM, your weekly email), you're describing the current system, not the need. Re-state it independent of who or what serves it: what's true about the user at the moment they need this? The need follows from the state, not the mechanism.
The "When" must be picturable. Specific enough to see the moment it happens — triggered by an event, a feeling, a rhythm, or a threshold crossed. Push until it is.
Elicit emotional and social jobs, not just functional. They're chronically under-articulated even when they're shaping behaviour. Asking explicitly is usually what surfaces them. (Functional → interaction & model; emotional → surface tone/feedback; social → surface, sometimes strategy.)
Mark confidence: observed / inferred / assumed.
Workarounds are signal. A need real enough to motivate a spreadsheet or a workaround email is a strong one.

Techniques

Job stories are the default; the rest suit particular situations.

Technique	Use it when
Job stories (JTBD)	Default. When [situation], I want to [motivation], so I can [outcome]. Keeps solutions out; the "When" clause forces specificity.
User stories	The team prefers role-based framing or an existing Agile workflow.
Top tasks analysis (Gerry McGovern)	Large existing user base — identify which tasks matter most by frequency. Statistical, survey-based.
Persona + scenario	Communicating to stakeholders who think in archetypes. Good for alignment; less precise for design.
ODI desired outcomes (Ulwick)	Precise, measurable statements — "Minimize [metric] when [context]." Maps directly to opportunity scoring.
Surface hidden needs	Prompts to find what's ignored: what users do before/after the moment you focus on; what they wish they didn't have to do; what a workaround currently serves.
Rough prioritisation	Order by importance × how poorly currently served. A need that matters and is badly served is a high-value opportunity. Keep it rough — precise scoring is strategy work.

Working with the designer

These needs are the opportunities for /layers-product-strategy. If they're mostly assumed, consider /layers-observed-behaviour to gather evidence before building strategy on them.