THE MANY MONKEY THEOREM

The Hundredth and First Monkey

The Hundredth Monkey by Ken Keyes, Jr. The Japanese monkey, Macaca fuscata, had been observed in the wild for a period of over 30 years. In 1952, on the island of Koshima, scientists were providing monkeys with sweet potatoes dropped in the sand. The monkeys liked the taste of the raw sweet potatoes, but they found the dirt unpleasant. An 18-month-old female named Imo found she could solve the problem by washing the potatoes in a nearby stream. She taught this trick to her mother. Her playmates also learned this new way and they taught their mothers too. This cultural innovation was gradually picked up by various monkeys before the eyes of the scientists. Between 1952 and 1958 all the young monkeys learned to wash the sandy sweet potatoes to make them more palatable. Only the adults who imitated their children learned this social improvement. Other adults kept eating the dirty sweet potatoes. Then something startling took place. In the autumn of 1958, a certain number of Koshima monkeys were washing sweet potatoes -- the exact number is not known. Let us suppose that when the sun rose one morning there were 99 monkeys on Koshima Island who had learned to wash their sweet potatoes. Let's further suppose that later that morning, the hundredth monkey learned to wash potatoes. THEN IT HAPPENED! By that evening almost everyone in the tribe was washing sweet potatoes before eating them. The added energy of this hundredth monkey somehow created an ideological breakthrough! But notice. A most surprising thing observed by these scientists was that the habit of washing sweet potatoes then jumped over the sea -- Colonies of monkeys on other islands and the mainland troop of monkeys at Takasakiyama began washing their sweet potatoes. Thus, when a certain critical number achieves an awareness, this new awareness may be communicated from mind to mind. Although the exact number may vary, this Hundredth Monkey Phenomenon means that when only a limited number of people know of a new way, it may remain the conscious property of these people. But there is a point at which if only one more person tunes-in to a new awareness, a field is strengthened so that this awareness is picked up by almost everyone! From the book "The Hundredth Monkey" by Ken Keyes, Jr. The book is not copyrighted and the material may be reproduced in whole or in part

That's right.  Monkey 101.  That would be me.  Maybe you don't understand the context in which that fact should be considered.   You see, before the 101st monkey came along, there was the hundredth monkey.  Read the story in the sidebar.  It's based on scientific fact.  It really is.  It's a pity that being based on scientific fact isn't the same thing as being scientific fact.  You see, the story is a myth.  It has been discredited by the original researcher and it has been debunked by others.  See the entry in the Skeptic's Dictionary for yourself. 

One of the debunkers, Elaine Myers, summarizes some slightly more reliable implications of the study.  "What the research does suggest, however, is that holding positive ideas (as important a step as this is) is not sufficient by itself to change the world. We still need direct communication between individuals, we need to translate our ideas into action, and we need to recognize the freedom of choice of those who choose alternatives different from our own."

So, what did the 101st monkey bring to the party?  Well I'm the one responsible for achieving the critical mass at which Sick Little Monkeys can all share in a sense of humor and tell jokes.  I will not confound Elaine's conclusions further by suggesting anything other than the fact that these ends are achieved by using the internet as the forum for communicating our jokes and for acting on making other monkeys (and some people) laugh.

What I do want to do, though is tell you about my own research.  While it took a hundred monkeys, it only took ten people.  Here's my research report.  It's called the 10th person.  

The Tenth Person
by Macaca Fuscata, 101st

The human being, Homo Sapiens, had been observed in a work setting for a period of over 30 years.  In 1952, in an office building in Pittsburgh, scientists were providing humans with opportunities to make decisions that affected their work lives.  The humans like the taste of power they were given, but found that their decisions often conflicted with those of their coworkers.

A new female employee named Ingred found she could solve the problem by discussing her decisions with others in a nearby meeting room.  She taught this trick to her boss.  Her workmates also learned this new way and they taught it to their bosses too.

This work innovation was gradually picked up by various humans before the eyes of the scientists.

Between 1952 and 1958 all the new workers learned to make their decisions while involving others in a meeting room.  They even began to call it a "meeting".

Only the bosses and supervisors who imitated their employees learned this work improvement.  Other bosses and supervisors kept making the same old poor decisions.

Then something startling took place.  In the autumn of 1958, a certain number of these workers in the office building in Pittsburgh were in a meeting making decisions -- the exact number is not known.

Let us suppose that when work started one morning, there were 9 humans in Pittsburgh who had learned to  make decisions in meetings.

Let's further suppose that later that morning, the 10th employee learned to make decisions in meetings.

THEN IT HAPPENED!

By that evening almost everyone in the office building was holding meetings.

The added energy of this 10th human somehow created an ideological breakthrough!

But notice.

A most surprising thing observed by these scientists was that the habit of holding meetings then jumped to to other office buildings, other companies, and other cities --

Workers everywhere began holding meetings.  They did not notice that they could no longer act on their decisions because they spent all their days in meetings.  Nor did they notice that the addition of this 10th human resulted in an inability to reach any decision .

Thus, when a certain critical number achieves an awareness, this new awareness may be communicated from mind to mind.

Although the exact number may vary, this Tenth Human Phenomenon means that when only a limited number of people know of a new way, it may remain the conscious property of these people.

But there is a point at which if only one more person tunes-in to a new awareness, a field is strengthened so that this awareness is picked up by almost everyone!

And the neatest thing about humans is that they are so caught up in their meetings, they don't even notice that they aren't accomplishing anything. 

From the book "Human Behavior " by Macaca Fuscata, 101st.  The book is not copyrighted.  Those without a sense of humor are at the mercy of the rest of us.

Alas, things don't come out the same for humans as they do for monkeys.  Elaine Myers' conclusions, if she were writing about humans, would no doubt be something like, "What the research does suggest, however, is that having good intentions in the work place (as important a step as this is) is not sufficient by itself to change the world. We still need confused communication between individuals of the type that only meetings can lead to, we need to just talk about how our ideas could lead into action and in most organizations avoid action through meetings, and we need to recognize how futile work is and learn a thing or two from the monkeys."