Running a Survey That Is Not Garbage
Surveys are good at measuring known things and terrible at discovering unknown ones.
A short lesson each day, a teardown of a real product each week, and a library worth keeping.
Surveys are good at measuring known things and terrible at discovering unknown ones.
The team behind this has worked with
Seven rounds, ten seconds a question. Take on another reader live or one of six bots, keep your streak alive, and learn from every answer you get wrong.
Product Thinking · Round 1 of 3
In Jobs to Be Done, what does a customer hire a product to do?
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Your run
A finished duel banks the day, the same as a lesson.
No badges yetNext: First Spark at 3 days0Every day you finish something, a mark goes in the ledger. Miss a day and the run resets, which is the only reason the run means anything.
Five minutes, written to teach one idea properly rather than skim six.
Retrieving the idea is what makes it stick. Getting it wrong still counts.
The mark is yours. Come back tomorrow for the next one in the rotation.
36 lessons and 56 teardowns, sorted by what they teach. 523 minutes of reading in this half alone.
Each teardown walks a flow you already know and names the principle doing the work, including the parts that do not deserve copying.
120 psychology principles and 60 named patterns, another 544 minutes worth of content. Every principle says how solid the research actually is, and every pattern says when it backfires.
Product writing repeats tidy rules long after the research stopped supporting them. The decoy effect and choice overload both have failed replications. Both are marked as such here.
Books, tools, newsletters and courses worth your time, each with a line on what it is actually good for. Everything links to the publisher or the author.
A catalogue of 125 Claude Code and agent repositories, sorted by what you are trying to do. Check the SKILL.md before you install anything.
Tomorrow is easier than today. That is the whole trick.
A flat average often means two groups moving hard in opposite directions.
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Ownership raises what people will accept, but only when they genuinely own something.
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Your competitor is usually a spreadsheet, an intern, or doing nothing at all.
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