The Gunshin Method
Introduction
In the neon-lit world of Kabukicho host clubs—often dismissed as dens of ambition and vanity—one man has consistently turned struggling young men into top performers.
Itsuki Minato, known as Gunshin. His approach to training and leadership transcends mere charisma.
What he practices is a living model of behavioral science and educational psychology, quietly overturning the adult world’s common belief that “people don’t really change.”
1. Language First: State the Conclusion Before Guiding Thought
Minato wields language as his primary tool.
While most people form thoughts and then express them, he reverses this process. He states the conclusion first, framing the listener’s thinking—a powerful technique.
For instance, when someone described a host-client relationship as “like an old married couple,” most would hesitate or deflect. Minato immediately responded:
"Old couples are ideal."
At that moment, he likely hadn’t yet worked out the reasoning. But by posing the conclusion upfront, he prompted himself—and the listener—to fill in the rationale: Because they represent long-lasting, enduring relationships.
This reflects both the framing effect and a reversal of Kahneman’s System 1 and System 2 thinking.
By presenting a “frame” first, Minato engages the listener’s System 1 (intuition), which accepts the conclusion. System 2 (logic) then backfills the justification.
As Tversky and Kahneman (1981) demonstrated, the language presented first often dictates the direction of thought.
He doesn’t lead thought. He hands over the ideal conclusion upfront. This is his first strategy.
2. Zero Logical Gaps: Explicitly Explain Even the Obvious
Minato never allows logical leaps in his explanations.
This isn’t because he’s just a skilled logical thinker. It’s because he deliberately avoids the curse of knowledge—the assumption that others share your background assumptions.
According to the Elaboration Likelihood Model (ELM), when listeners are provided with detailed reasoning, they process information via the central route, leading to deeper, longer-lasting attitude change.
Thus, even the obvious must be carefully explained.
Rather than assuming understanding, Minato chooses to reiterate even the simplest points.
This is the second pillar of the Gunshin Method.
3. The Golden Ratio of Praise and Criticism: Designing Emotional Feedback
All leaders praise and sometimes criticize. But few control the ratio.
Minato seems to rigorously maintain a 5:1 positive-to-negative feedback ratio.
Psychologist John Gottman found that when married couples fell below this golden ratio, divorce rates skyrocketed. Losada’s research showed that in teams, a ratio below 3:1 correlated with dramatic performance declines.
Moreover, when team members believe “this might be the time I get praised”, their attentional resources are heightened. This feedback design is deeply rooted in behavioral psychology.
He does not leave the ratio of praise and criticism to chance. He designs it deliberately.
This is his third strategy.
4. Altruistic Leadership: Give First and Trigger Reciprocity
At the heart of Minato’s leadership is altruism.
He invites struggling hosts to live in his home, absorbing personal financial risk to foster their growth. This behavior creates reciprocity in his team members.
Robert Greenleaf’s Servant Leadership theory and Blau’s Social Exchange Theory (1964) have long explained this dynamic.
Recent research confirms that altruistic leadership reduces knowledge hiding, enhances team learning, builds workplace friendships, and boosts both innovation and performance (Pon, Harvard; ScienceDirect; ResearchGate).
People naturally feel compelled to repay what they receive.
And to repay, they willingly adopt a form of psychological, voluntary subordination—not based on fear or incentives, but on gratitude.
This is Minato’s fourth strategic lever.
Conclusion: Proving “People Don’t Change” Is a Lie
By consistently applying:
- Framing language to guide thought
- Avoiding logical shortcuts
- Maintaining the golden ratio of praise and criticism
- Leading with altruism and giving first
Minato has proven that even those labeled “incapable of change” can transform.
His results are reflected in both quantitative outcomes (rookie hosts becoming top sellers) and qualitative changes (growing self-efficacy and personal growth).
The Gunshin Method is not a mere set of nightlife business tricks.
It is a model that translates behavioral economics, social psychology, and organizational theory into a repeatable system for influencing human behavior.
“People can’t change” is not a truth. It’s an excuse made by those who lack the method.