Christensen JTBD interview checklist: before, during, and after

This checklist covers the full Christensen JTBD Interview workflow — from forming your initial job hypothesis through observation, interviewing across three participant groups, and synthesizing findings into actionable job definitions. Use it alongside the full guide for context on each step.

Before

Define initial job hypothesis as a progress statement: “When [circumstance], help me [progress], so I can [outcome]”
Write down assumed functional, emotional, and social dimensions
Identify assumed competitive set (by job, not by category)
Scan reviews, support tickets, and forums for job signals (use AI pre-research prompt)
Plan observation: where and when does the circumstance arise? Can you be present?
Recruit 10-15 participants across three groups: active users, lapsed users, non-consumers
Screen by circumstance, not demographics
Prepare interview guide with circumstance-first opening, dimension probes, and competitor mapping questions
Schedule sessions (45-60 min each) and set up recording

During

Conduct observation phase (if feasible): record who, when, where, what, surprises
Open each interview with the circumstance: “Tell me about the last time you needed to [progress]”
Probe all three dimensions for each job that surfaces (functional, emotional, social)
Map the competitive set: “Before this product, how were you handling it?”
For lapsed users: explore Big Hire / Little Hire gap
For non-consumers: explore barriers to hiring any solution
Record everything; take notes on tone, hesitations, and surprises
Debrief after each session: write down top insight, biggest surprise, and open questions

After

Code each transcript by dimension and timeline (use AI transcript coding prompt)
Cluster participants by circumstance similarity
Write consolidated job definitions for each cluster (use AI synthesis prompt)
Validate job definitions against all transcripts (use AI validation prompt)
Map competitive set by job
Document non-consumption barriers and Big Hire / Little Hire gaps
Translate findings into innovation decisions: sustaining vs. disruptive opportunities
Present findings with verbatim quotes and circumstance descriptions, not demographic profiles