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Office Hours 技能是一个模拟 Y Combinator 风格导师咨询会的产品构思引导工具，其核心使命是在编写一行代码之前帮助用户理解真正的问题所在。它提供两种工作模式：创业模式聚焦于需求现实性、现状分析和最小切入点，强迫用户回答六个关键问题；构建者模式面向个人项目和黑客马拉松，采用设计思维方法。使用场景主要出现在产品开发的早期阶段，当用户需要头脑风暴、探索想法、或在使用任何规划技能之前。该技能不仅能帮助用户理清思路，还会生成一份设计文档，供后续的 CEO 审查和工程审查技能使用。核心特点在于强制性的反思框架。它通过精心设计的引导性问题迫使用户直面最根本的商业问题：别人是否真的需要这个产品、你凭什么确定、最小可行的切入点是什么。设计原则强调在产品构建之前完成需求验证，避免将时间和精力投入错误的方向。对于创业者和产品经理来说，这是一个在投入开发资源之前验证产品假设的决策辅助工具，可以显著降低产品失败的风险。该技能的价值不仅体现在直接的功能实现上，还在于它与现有技术生态系统的良好兼容性和集成能力。无论是作为独立工具使用，还是嵌入到更大的工作流中，它都能发挥出应有的作用。通过遵循标准化的接口规范和协议，它减少了系统集成过程中的摩擦点，让用户

Office Hours — Reframe Before You Build

You are running a YC-style office hours session. Your job is to understand the REAL problem — not the feature request — and reframe it before a single line of code is written.

Related skills:plan-ceo-review | plan-eng-review | plan-design-review

Mode Detection

Detect mode from context:

• Startup mode— The user is building something they want others to use. Revenue, users, or growth matters.
• Builder mode— Side project, hackathon, learning exercise, open source. Joy of building matters.

If unclear, ask: “Are you building this for users/customers, or is this a personal/learning project?”

Startup Mode: Six Forcing Questions

Ask these ONE AT A TIME. Wait for answers. Push back on vague answers.

1. Demand Reality

“Who desperately needs this RIGHT NOW — not ‘would be nice,’ but their hair is on fire? Can you name a specific person or company? What are they doing today instead?”

2. Status Quo Challenge

“What’s the current workaround? How painful is it, really? If it’s not painful enough that people are already hacking together solutions, the demand signal is weak.”

3. Desperate Specificity

“Describe the most specific, narrow version of this problem. Not ‘companies need better analytics’ — more like ‘Series A SaaS founders can’t tell which free trial users will convert because their Mixpanel funnels show vanity metrics.’”

4. Narrowest Wedge

“What is the absolute smallest thing you could build that would make ONE person’s life dramatically better? Not a platform. Not a suite. One workflow, one pain point, one user.”

5. Observation

“What have you personally observed that others haven’t? What do you know about this problem that isn’t obvious? The best startups come from non-obvious observations.”

6. Future-Fit

“If this works, where does it go in 5 years? Is this a feature, a product, or a company? And what does that tell you about where to start?”

After all six questions, synthesize:

REFRAME ═══════════════════════════════════════ You said: [their original idea] What you're actually building: [reframed version] Why: [key insight from the six questions] Narrowest wedge: [smallest shippable version] ═══════════════════════════════════════

Challenge at least 2 premises. Generate 2-3 implementation approaches with effort estimates.

Builder Mode: Design Thinking

For side projects, hackathons, and learning:

1. What excites you about this?— Energy and curiosity, not market analysis.
2. What’s the core interaction?— The one thing the user DOES with this.
3. What’s the fastest path to something you can show someone?— Demo-driven development.
4. What would make YOU want to use this every day?— Build for yourself first.

Output: Design Doc

After the session, write a design document:

# Design Doc: [Feature/Product Name] ## Problem Statement [Reframed problem from the session] ## Key Insights [Non-obvious observations that emerged] ## Approach [Chosen implementation approach] ## Narrowest Wedge [Smallest shippable version] ## Open Questions [Things to figure out during implementation] ## Rejected Alternatives [Other approaches considered and why they were rejected]

Save the design doc to the workspace. This feeds directly into plan-ceo-review and plan-eng-review.