This diary entry was written on Wednesday, November 12, 2025. In this entry, I reflect on a Japanese concept I recently came across—jibun-goto-ka, which means “to make something your own.” It led me to think about what it truly means to take ownership of issues in the workplace, whether they involve harassment or safety. Drawing on a past experience with traffic safety training, I explore how consistent, steady efforts and open-mindedness can help people internalize lessons and grow—not only as employees but as human beings.
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Wednesday, November 12, 2025
The Importance of Making It Your Own – Learning from Others’ Mistakes
（自分事化の大切さー他人の失敗を自分事として学ぶ）
Yesterday, I came across the Japanese term jibun-goto-ka. Jibun means “oneself,” goto means “one’s own problem,” and -ka in this context means “to make.” Therefore, jibun-goto-ka suru means to make something your own problem—to take ownership of an issue.
This term came up during a workplace discussion about the importance of raising awareness among employees and encouraging them to take ownership of harassment issues in order to eliminate them from the organization. As we talked, I found myself wondering how we can ensure that employees truly learn from past incidents and internalize those lessons so that no one will engage in harassment in the future.
Then, something unexpected came to mind. Though it’s a different context, the conversation reminded me of how we used to have monthly traffic accident prediction training—known as traffic safety awareness sessions—after lunch to increase employees’ awareness of traffic safety. Since the pandemic, however, our working style has changed. Instead of group sessions, we now each submit a monthly “near-miss” report to help maintain and improve safety awareness across the workplace.
As I listened to the discussion, I thought that these kinds of slow but steady efforts (Jimichi-na-doryoku) are essential to building a strong safety culture. In the case of traffic accidents, everyone understands the serious consequences—people could lose their lives, face imprisonment, or lose everything they’ve worked for. That’s why they are more likely to learn from near-miss incidents, both their own and others’, to avoid accidents in the future. Similarly, when it comes to harassment, we need to ensure that employees understand the potential consequences, including severe disciplinary actions, so that they take the issue seriously and act responsibly.
Still, can we truly help employees internalize others’ experiences (jibun-goto-ka) and learn from them to prevent harassment?
People vary in their sensitivity and receptivity. No matter how important or valuable the information is, how it is received depends on each individual’s awareness and openness. While we must set the ultimate goal of eradicating harassment, the reality is that no matter how effective our activities are, we cannot reach the hearts of every employee. What matters most is that we seize every opportunity to connect with people, consistently convey the importance of a respectful, harassment-free workplace, and build a strong base of supporters who clearly stand against it.
It takes a tremendous amount of time, effort, and energy, but we have to keep trying.
Reflecting on all this, I was once again reminded of the quiet power of Juyou-Ryoku (open-mindedness) in our lives. Even when we encounter the same information, its value and impact can vary greatly depending on our openness and sensitivity. I want to approach every piece of information as a learning opportunity—a chance to grow and even an unexpected opening for something great.