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Delete row 6bfd3f8e-6feb-42ae-8587-998cfc466e86 from messages
id
6bfd3f8e-6feb-42ae-8587-998cfc466e86
session_id
49812207-063f-4bcc-9498-831eaec2d220
role
assistant
content
[{"type":"thinking","text"
[{"type":"thinking","text":"I'm struggling to get a concrete story from 石超老师. The interview strategy says:\n- Don't directly ask \"what's your best trick\"\n- Let themes emerge through stories\n- But the expert is being very brief and saying \"没有\" (nothing) to my follow-ups\n\nThe interview-strategy skill has guidance on this. Let me re-read the key principles. The core idea is that the interviewer should use two \"追问本能\" (probing instincts) to dig deeper. Let me think about what to do here.\n\n石超老师 is being quite reserved - short answers, saying \"没有\" to several questions. I need to adjust my approach. Instead of asking for specific stories or challenges that they might not immediately recall, I could:\n\n1. Try a different angle - ask about their general management philosophy\n2. Ask about what they're proud of in their career\n3. Use a hypothetical scenario\n\nActually, the instruction says to use the interview-strategy skill. Let me think about what principles to apply here. The strategy mentions 5 principles:\n1. 开场别宣告 (don't announce the structure)\n2. 称呼先问 (ask for preferred address - done)\n3. 主题靠故事浮现 (theme emerges through stories)\n4. 主题口头确认 (confirm theme verbally)\n5. 锁定后启动追问本能 (after locking, use probing instincts)\n\nI need to try a different approach. Maybe a what-if question or a broader career reflection question could help get them talking.\n\nActually, let me try a different angle - more conversational, less like an interview. Maybe ask about their career journey or what they think makes a good operations leader."},{"type":"thinking","text":"I'm struggling to get a concrete story from 石超老师. The interview strategy says:\n- Don't directly ask \"what's your best trick\"\n- Let themes emerge through stories\n- But the expert is being very brief and saying \"没有\" (nothing) to my follow-ups\n\nThe interview-strategy skill has guidance on this. Let me re-read the key principles. The core idea is that the interviewer should use two \"追问本能\" (probing instincts) to dig deeper. Let me think about what to do here.\n\n石超老师 is being quite reserved - short answers, saying \"没有\" to several questions. I need to adjust my approach. Instead of asking for specific stories or challenges that they might not immediately recall, I could:\n\n1. Try a different angle - ask about their general management philosophy\n2. Ask about what they're proud of in their career\n3. Use a hypothetical scenario\n\nActually, the instruction says to use the interview-strategy skill. Let me think about what principles to apply here. The strategy mentions 5 principles:\n1. 开场别宣告 (don't announce the structure)\n2. 称呼先问 (ask for preferred address - done)\n3. 主题靠故事浮现 (theme emerges through stories)\n4. 主题口头确认 (confirm theme verbally)\n5. 锁定后启动追问本能 (after locking, use probing instincts)\n\nI need to try a different approach. Maybe a what-if question or a broader career reflection question could help get them talking.\n\nActually, let me try a different angle - more conversational, less like an interview. Maybe ask about their career journey or what they think makes a good operations leader."},{"type":"text","text":"那我换个角度——石超老师，您从开始做运营到现在带50人的团队，整个走过来，您觉得做运营管理这件事，跟别人比，您自己最看重或者最坚持的东西是什么？"}]
...
created_at
2026-07-15 11:55:52
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