2. Generate ideas alone. Take

There’s a cognitive bias that is coming into play when we do this. It’s called the curse of knowledge.55 Once we know something (like we do in this situation, we have a wealth of discovery work that supports our point of view), it’s hard for us to remember what it was like not to have that knowledge. In fact, our conclusions—our roadmaps, our backl

Instead, for each opportunity, ask the following questions: Is this opportunity framed as a customer need, pain point, or desire and not a solution? Is this opportunity unique to this customer, or have we seen it in more than one interview? If we address this opportunity, will it drive our desired outcome?

Next, you’ll “dot-vote”43 as a team to whittle your set down from lots of ideas to three ideas.

If an end-user can choose multiple paths, map out the successful path. If there are multiple successful paths, map them out sequentially.

The habits in this book will teach you how to make fast decisions and then quickly test to understand the consequences of those decisions. You’ll learn to adapt as you go rather than slow down to analyze.

there are two instances in which it is appropriate to assign traction metrics to your team.

organize the opportunity space by distinct moments so that there is no overlap from one branch to the next.

Business outcomes, on the other hand, often require coordination across many business functions.