I came up with the term “yarisugoshi” in Japanese to detect through a questionnaire survey the situation where “decision-making by flight” of the garbage can model occurs. Businesspeople initially denied its existence; however, it was confirmed in a questionnaire survey, and the first paper on the topic was published in 1992. For the next 30 years, “yarisugoshi” is an interesting phenomenon, even if it has nothing to do with the garbage can model or computer simulation, and it is now included in the Kojien, the leading Japanese dictionary. It occurs in every organization and occupation, and about half of all people experience it. In particular, it functions as a way to prevent organizational breakdowns in situations involving overloads or incompetent supervisors, and it has a training and selection function. It has been found that this phenomenon tends to occur when burdens increase, and it helps to prevent organizational mental health breakdowns.

Identifying and gaining access to lead users (LUs) in the market is very costly and time-consuming. To enable more efficient access to LUs, this study examines how the proportion of embedded lead users (ELUs) of the organization as employees differs from that of LUs in the market as consumers. An organizational survey and a survey of consumers were conducted in the travel market, and differences in the distribution of lead userness were examined based on the samples obtained from these surveys. The results indicate that the proportion of individuals with high lead userness is higher within the organization than in the market. However, no significant differences in lead userness within the organization was found according to employment type.