The Wise Monkeys of Safety : HR Vista

Dr Vipin Venugopal Pillai

pillaivv@indianoil.in

The three monkeys of Mahatma Gandhi are very popular and serve as a guiding beacon for ethically and morally correct behaviour. Through this article, an attempt has been made to adapt the concept of the three monkeys to explain strategies to promote and implement a positive safety culture in workplaces.

Mahatma Gandhi’s timeless teachings of truth, non-violence, and righteousness continue to inspire generations across the globe, serving as a beacon of moral and ethical guidance. One of the most enduring symbols associated with Gandhi is the trio of wise monkeys, representing the principle, “See No Evil, Hear No Evil, Speak No Evil”. While this age-old philosophy basically underscores personal ethics, it can also be skillfully adapted to synchronize with the ground-level strategies that safety professionals must employ in their quest to continuously enhance the safety culture in the workforce.

Origins of the Monkeys- the Japanese Connection

A small statue of the three wise monkeys made of china clay was gifted to the Mahatma by the Japanese monk Nishidatsu Fuji during his travels to India and in the quest to revive Buddhism in the country. Certain legends claim that Gandhi referred to Nichidatsu Fujii as “Guruji” because of his affection for the Japanese monk. The proverbial three monkeys nicknamed Bapu, Ketan, and Bandar have become popular among the Indians since then. However, what amazed me was that the origins of the philosophy of the monkeys can be traced back to Confucius’s Code of Conduct of China (look not at what is contrary to propriety; listen not to what is contrary to propriety; speak not what is contrary to propriety; make no movement which is contrary to propriety) which came to Japan in the 8th century.

But why is such a profound thought depicted through monkeys? Experience has taught me that it is often the simple things in life that make the most impact. The origin lies in a clever play on words. In Japanese, the phrase is expressed as “mizaru, kikazaru, iwazaru,” which translates to “see not, hear not, speak not.” Interestingly, the word “zaru” sounds similar to “saru”, which is the Japanese word for monkey. This linguistic overlap led to the popular practice of associating the phrase with monkeys, resulting in the iconic visual representation of the three wise monkeys.

‘Evil’ in the world of Safety

While I was quite enticed by the idea of finding relevance for the concept of the three wise monkeys in the realm of safety, it seemed quite exhausting at the start to find a proper fit for the ‘See No Evil, Hear No Evil, Speak No Evil’ in the occupational safety setting. So, I have attempted to first understand what actually encompasses ‘evil’ in a typical industrial workplace setting.

The accident triangle, also known as Heinrich’s triangle or Bird’s triangle, is a foundational theory in industrial accident prevention. It highlights the relationship between serious accidents, minor accidents, and near misses, suggesting that reducing minor accidents leads to a corresponding decline in serious accidents. Originally introduced by Herbert William Heinrich in 1931, the concept has been refined over time, particularly by Frank E. Bird. Typically depicted as a triangle or pyramid, the model has become a cornerstone of workplace health and safety philosophy in the 20th century. Bird’s revised triangle illustrates a ratio: for every serious injury, there are 10 minor injuries, 30 property damage incidents, and 600 near misses. Subsequent theories emphasize that identifying and addressing unsafe acts and unsafe conditions can facilitate timely interventions, effectively preventing accidents and incidents.

‘The unsafe act is a violation of an accepted safe procedure which could permit the occurrence of an accident- Practices which human beings perform and are hazardous.’

‘The unsafe condition is a hazardous physical condition or circumstance which could directly permit the occurrence of an accident- Physical conditions of the workplace which render it unsafe.’

So, the basic difference between an unsafe act and an unsafe condition is based on what is reported as seen. Let me explain this a little further. For example, if I see some spilled oil lying on the floor in the workplace, I should report it as an unsafe condition observed, which could lead to someone slipping and falling down. However, on the other hand, if I happen to see the oil being split during the movement of some lubricant barrels, I shall report it as an unsafe act. Further deep-diving has shown that almost every unsafe condition is the result of some deviation from standard procedures, shortcuts taken, poor quality or lack of periodic maintenance; or in other words an ‘unsafe act’.

With this background, I have zeroed in on ‘Unsafe Acts’ or unsafe human behaviour and ‘Unsafe Conditions’ as the ‘evil’ to be addressed with the help of the wise monkeys.

The twist in the tail!

While I have adopted the framework of the wise monkeys, I have reprogrammed the monkeys to behave a little ‘naughty’. Actually, the monkeys of safety would need to behave exactly opposite to their predecessors- the ones of Mahatma Gandhi and the ones from Japan. The naughty monkeys of safety or the n-monkeys of safety as I like to call them would need to see the evil, hear the evil and also speak of the evil. The wise n-monkeys of safety would preach the ideal behaviour expected from all the stakeholders who have a role, whether minor or major, to play at the workplace.

Mizaru- See the Evil

Traditionally, the first of the three wise monkeys, known as Mizaru, covers its eyes to represent the principle of “See no Evil.” This act symbolizes the importance of avoiding exposure to immoral or harmful influences and serves as a reminder to introspect and assess our actions carefully. By embracing this principle, we are encouraged to steer clear of vices such as dishonesty, greed, hatred, and corruption—behaviours that can harm both ourselves and those around us. Mizaru’s gesture inspires us to consciously avoid these evils and instead foster actions rooted in honesty, empathy, and ethical responsibility.

But the Mizaru n-monkey expects a slightly different behaviour. With the same conscience and intent as his ancestor, he expects the workers at any workplace to keep their eyes open at all times to spot an ‘unsafe act’ or an ‘unsafe condition’. Let us delve deeper into this aspect and why it is important.

In any workplace, employees engage in a wide range of tasks daily, often requiring them to divide their attention between multiple activities. For instance, a worker might switch on a machine while simultaneously feeding raw material into it. In such moments, he or she may fail to notice something as crucial as a missing protective guard that wasn’t replaced after a maintenance activity. Sometimes, it could be several days before the worker notices this aberration.

This raises an important question: how can a rational, observant, and intelligent individual overlook something so visible and apparent in their surroundings? The answer lies in the simple fact that their attention is focused elsewhere. We often miss the obvious because our minds are preoccupied with other tasks or concerns. Humans occasionally fail to notice the presence of others or certain events because they are deeply engrossed in their own activities. Psychologists have extensively studied this phenomenon, and the findings suggest that such lapses occur because the brain prioritizes what it expects to see. The mind naturally focuses on specific people, actions, or events deemed significant, often relegating background details to the periphery of awareness. Since the brain cannot process every detail in our environment simultaneously, it selectively filters and processes only the most relevant or expected visual inputs. This cognitive limitation explains why some seemingly obvious details or events may go unnoticed.

Then, how do we encourage workers to see the ‘evil’ and not simply overlook the unsafe acts and conditions at the workplace?

The Mizaru n-monkey encourages workers to surpass this basic human limitation by always consciously being on the lookout for unsafe acts and unsafe conditions while going about their routine activities. To ensure that a missing locknut on a critical piece of machinery or missing PPE on a co-worker does not go unnoticed, the brain needs to be told to prioritize the same. A strong foundation of knowledge about what is right serves as a guiding compass in identifying and addressing what is wrong in the workplace. When workers are well-versed in ethical principles, safety protocols, and organizational standards, they develop a heightened awareness of deviations or lapses that could harm individuals or disrupt operations. For instance, understanding proper safety procedures enables workers to recognize unsafe practices, such as bypassing protective measures or neglecting hazard warnings. This awareness not only empowers individuals to take corrective action but also fosters a culture of accountability and continuous improvement, where even trivial acts of carelessness are less likely to go unnoticed or ignored.

It is often observed that both workers and supervisors become preoccupied with meeting production targets, causing them to lose sight of unsafe acts and conditions. To address this, Mizaru recommends using visual reminders, such as safety posters and slogans, to highlight potential hazards at the workstation. Additionally, conducting regular toolbox talks can play a crucial role in ensuring awareness of these hazards by revisiting them and discussing the associated control measures.

Having recognized the significance of the Mizaru n-monkey and the imperative to “see the evil,” the next question arises: what should we do once we have identified an evil? The answer lies with Iwazaru.

Iwazaru- Speak of the Evil

The second monkey, covering its mouth, represents the principle of “Speak No Evil.” For Mahatma Gandhi, this symbolized a commitment to truthfulness and non-violence in communication. In the realm of safety, the Iwazaru refers to the need to speak of evil i.e. report unsafe acts and unsafe conditions.

Employee hesitation to report hazards is often underestimated. Having an institutional procedure for filing reports doesn’t guarantee that everyone in the organization will use it when necessary. To ensure active participation, it is essential to cultivate a strong culture of reporting or speaking about it. Emphasize the importance of safety reporting in enhancing the organization’s reputation, improving performance, and ensuring compliance.

To promote speaking of evil, it’s important to offer convenient and accessible channels for the workers. Ensure they are aware of how, where, and when to report them. Provide multiple options, such as online forms, phone lines, email, or mobile apps, and make the process straightforward, quick, and user-friendly. Assign a dedicated person or team to promptly and professionally receive, review, and address the reports.

A very common strategy to encourage workers is to reward and recognize those who actively participate. Express appreciation and gratitude for their contributions to workplace safety. Offer positive feedback, recognition, or incentives for reporting hazards. Highlight and share the outcomes of their reports, along with the actions taken to resolve them. Foster a culture of recognition where all stakeholders feel valued and respected for their commitment to safety. Reassure employees that reporting unsafe acts and conditions will not result in any negative consequences, such as retaliation, discrimination, or punishment. Offer support to employees who report hazards by providing resources, information, or assistance to address any concerns or issues they may encounter.

All these efforts need to be bolstered with training and education on the process. Offer regular, relevant training sessions on safety awareness, best practices and reporting of unsafe acts and conditions. Teach employees about the types, causes, and impacts of unsafe behaviours, as well as how to identify, assess, and speak about them without offending or insulting the person demonstrating them. Provide them with the knowledge, skills, and tools necessary to report hazards effectively and with confidence.

One of the most effective ways to encourage safety reporting is to lead by example. Supervisors should demonstrate their commitment to safety by actively participating in reporting and encouraging others to do the same. Set the standard by modelling the behaviours and attitudes expected from the employees. Show that safety is a top priority and that their input and feedback are valued. Foster a positive and supportive environment where safety reporting is viewed as an integral and desirable aspect of the workplace.

Kikazaru- Hear the Evil

The Kikazaru monkey, covering its ears, signifies,” Hear no Evil”. But in the safety universe, this denotes the power of silence and the importance of listening. Actively listening when someone reports a workplace hazard in the form of an unsafe act or condition is crucial because it encourages open communication, builds trust with employees, and allows for early identification and mitigation of potential risks, ultimately preventing accidents and injuries by ensuring concerns are taken seriously and addressed promptly; if employees don’t feel heard, they may be less likely to report hazards in the future, potentially putting themselves and others at risk.

Kikazaru n-monkey emphasises that listening to hazard reports is a cornerstone of maintaining a safe and productive workplace. It demonstrates a commitment to safety and empowers employees to take an active role in identifying and addressing potential risks. Here’s why it matters and how to handle hazard reports effectively:

But Why is Listening to Hazard Reports so Crucial?

Promotes a Safety Culture- Valuing employees’ concerns fosters a workplace culture where safety is prioritized. When workers see their reports leading to action, they are more likely to proactively identify and communicate potential hazards. Example: A worker reports a loose railing on a staircase. Addressing it promptly signals to everyone that safety concerns are taken seriously, encouraging more proactive reporting.

Enables Early Intervention- Listening to hazard reports allows organizations to address issues before they escalate into accidents or injuries. Example: A machine operator reports unusual vibrations in equipment. Investigating and fixing it early prevents a costly breakdown or potential injury.

Improves Risk Assessment- Employee reports often reveal risks that might not be apparent to management, providing a more comprehensive understanding of workplace hazards. Example: Workers in a warehouse report frequent near-misses in high-traffic areas. Management can use this information to redesign pathways or implement new traffic rules.

Empowers Employees- Employees who feel heard and valued are more likely to actively participate in safety initiatives, creating a sense of shared responsibility. Example: A team member suggests implementing safety signage in poorly lit areas, and the suggestion is acted upon, boosting morale and involvement.

Provides Data for Corrective Action- Hazard reports offer valuable data to identify trends, pinpoint recurring issues, and implement long-term safety improvements. Example: Multiple reports of slippery floors during rainy seasons led to the installation of anti-slip mats and improved drainage.

Thus, by actively listening to hazard reports, organizations not only reduce risks but also build a stronger, more engaged workforce dedicated to safety excellence.

The need for harmony between the Monkeys

The concept of the three n-monkeys—Mizaru (See the Evil), Iwazaru (Speak of the Evil), and Kikazaru (Hear the Evil)—is deeply symbolic, but their full potential emerges only when they work together as a cohesive team. While each monkey individually represents a critical aspect of safety and ethical behaviour, none of them can achieve meaningful outcomes alone. Their collective strength lies in forming a continuous cycle of awareness, communication, and action, which is essential for maintaining a safe and effective environment.

Awareness without Communication (Mizaru Without Iwazaru) Mizaru, who sees evil, emphasizes the importance of recognizing unsafe acts and conditions. However, awareness alone is passive. Simply noticing a hazard does little to prevent accidents unless that awareness is shared. Without communication, the risk remains isolated, and corrective measures cannot be initiated. For example, a worker notices that a fire extinguisher is blocked by stored materials. If they choose to ignore it, no one else will know about the issue, and it could lead to serious consequences during an emergency.

Communication Without Action (Iwazaru Without Kikazaru) Iwazaru symbolizes the act of speaking up and reporting hazards. While reporting is essential, it is ineffective if there is no one willing to listen, act, or respond to the concern. Without Kikazaru, reports are dismissed or ignored, leading to frustration and a breakdown in trust. When a team member reports faulty wiring in a control room, if the safety team fails to act on this information, the hazard remains unresolved, potentially causing a fire or electrical accident.

Listening Without Awareness or Communication (Kikazaru Without Mizaru and Iwazaru) Kikazaru represents the act of listening, an essential component of a responsive system. However, if hazards are neither identified nor communicated, there is nothing to listen to. Even the most attentive system cannot act on problems that are hidden or unreported. When a manager holds open forums for safety concerns but receives little input because employees are unaware of hazards or reluctant to speak up, it results in a lack of actionable insights and missed opportunities to improve safety.

When Mizaru, Iwazaru, and Kikazaru collaborate, they create a comprehensive framework for safety and risk management. The interplay of these three principles creates a seamless process: awareness leads to communication, and communication leads to action. Only by embracing this teamwork can leaders effectively identify, address, and eliminate hazards, creating a safer environment for all.

Posted in HR Business Synergy | No Comments »

Share your Thoughts Cancel reply

You must be logged in to post a comment.