of work to be done
.
Abs—I miss you terribly. I hope I can get used to this … it’s tough. Foreign place,
strange things … worst part is my best friend is away from me. Your words and philosophies
are profoundly important to me, now and always
.
Love you
,
Mark
Dave did not agree to employment with OFS. During the scope of the meetings with Charles,
Dave had been hopelessly turned off. He wanted only to do what was best for Keiko,
and to him that meant focusing on Keiko and only Keiko. The process of running an
organization and a project of this size and scope invariably required discussion of
rather unpleasant topics. After witnessing the “making of the sausage,” Dave’s impressions
of the project, or more precisely the decision-matrix in charge of Keiko’s release,
left him with too many doubts about its eventual outcome.
Had we recognized the gravity of Howard Garrett’s accusation, it’s doubtful that either
Robin or I would have continued on with our arrangement. I believe that Dave somehow
felt this underlying threat to the project even if he couldn’t put his finger on it
at the time.
The fact was that Howard Garrett had not been the only one harboring a deep hatred
and distrust toward us. Even within the board of directors, there were those that
shared Garrett’s sentiments. Far removed from the organizational turmoil over our
involvement, many of our challenges in preparing Keiko for release were right in front
of us, in broad daylight; measurable and factual. This is where we placed our focus.
We would not know until later, the real antagonist that threatened our ability to
succeed was neither the harsh environment nor the behavioral obstacles that stood
in Keiko’s path; it was ignorance, dissention, and foul play behind-the-scenes working
to erode everything we represented. It was the human element. Eventually we would
discover the enemy within was not limited to the organizational headquarters in Berkley
or Santa Barbara; even among us, there were those who monitored our every action,
reporting to board members and poisoning the waters from day one of our involvement.
Regardless, for the time being, Robin and I had a clear path forward and felt unhindered
by the office politics of the FWKF. In essence and in practice, we simply ignored
the FWKF board, made possible by the project’s geographical distance. From that day
forth we approached the task of Keiko’s rehabilitation with renewed energy, spending
the next few days outlining specific changes that would be implemented immediately.
By May 10, Robin had been in Iceland for more than a month. We decided he would head
back home for some much needed R&R and to begin his rotation opposite me.
I would stay in Heimaey until sometime in June and get the ball rolling with Keiko
and Phase One of the whale’s rehabilitation.
Extracted and Condensed Summary from the original Release Outline as presented to
OFS:
As presented to Ocean Futures Society, February 27, 1999
Excerpt:
A. Deprogramming
1. Multiple-Baseline Design—extinction of unwanted conditioned history.
2. ABAB/Reversal Design—Functional project relationship
B. Cognitive Restructuring
1. Overt vs. Covert applied modifications.
C. Natural Environment
1. Transference
2. Modeling
3. Response Contingencies.
ABAB: An experimental design in which behavior is measured during a baseline period
(A), during a period when a treatment is introduced (B), during the reinstatement
of the conditions that prevailed in the baseline period (A), and finally during a
reintroduction of the treatment (B). It is commonly used in operant research to isolate
cause-effect relationships.
A Legendary Place
The small island community of Heimaey has a calloused history that hardened its inhabitants
resulting in a rich bond and brotherhood that suits the island-village well. Boasting
a population of less than five thousand,
.
Abs—I miss you terribly. I hope I can get used to this … it’s tough. Foreign place,
strange things … worst part is my best friend is away from me. Your words and philosophies
are profoundly important to me, now and always
.
Love you
,
Mark
Dave did not agree to employment with OFS. During the scope of the meetings with Charles,
Dave had been hopelessly turned off. He wanted only to do what was best for Keiko,
and to him that meant focusing on Keiko and only Keiko. The process of running an
organization and a project of this size and scope invariably required discussion of
rather unpleasant topics. After witnessing the “making of the sausage,” Dave’s impressions
of the project, or more precisely the decision-matrix in charge of Keiko’s release,
left him with too many doubts about its eventual outcome.
Had we recognized the gravity of Howard Garrett’s accusation, it’s doubtful that either
Robin or I would have continued on with our arrangement. I believe that Dave somehow
felt this underlying threat to the project even if he couldn’t put his finger on it
at the time.
The fact was that Howard Garrett had not been the only one harboring a deep hatred
and distrust toward us. Even within the board of directors, there were those that
shared Garrett’s sentiments. Far removed from the organizational turmoil over our
involvement, many of our challenges in preparing Keiko for release were right in front
of us, in broad daylight; measurable and factual. This is where we placed our focus.
We would not know until later, the real antagonist that threatened our ability to
succeed was neither the harsh environment nor the behavioral obstacles that stood
in Keiko’s path; it was ignorance, dissention, and foul play behind-the-scenes working
to erode everything we represented. It was the human element. Eventually we would
discover the enemy within was not limited to the organizational headquarters in Berkley
or Santa Barbara; even among us, there were those who monitored our every action,
reporting to board members and poisoning the waters from day one of our involvement.
Regardless, for the time being, Robin and I had a clear path forward and felt unhindered
by the office politics of the FWKF. In essence and in practice, we simply ignored
the FWKF board, made possible by the project’s geographical distance. From that day
forth we approached the task of Keiko’s rehabilitation with renewed energy, spending
the next few days outlining specific changes that would be implemented immediately.
By May 10, Robin had been in Iceland for more than a month. We decided he would head
back home for some much needed R&R and to begin his rotation opposite me.
I would stay in Heimaey until sometime in June and get the ball rolling with Keiko
and Phase One of the whale’s rehabilitation.
Extracted and Condensed Summary from the original Release Outline as presented to
OFS:
As presented to Ocean Futures Society, February 27, 1999
Excerpt:
A. Deprogramming
1. Multiple-Baseline Design—extinction of unwanted conditioned history.
2. ABAB/Reversal Design—Functional project relationship
B. Cognitive Restructuring
1. Overt vs. Covert applied modifications.
C. Natural Environment
1. Transference
2. Modeling
3. Response Contingencies.
ABAB: An experimental design in which behavior is measured during a baseline period
(A), during a period when a treatment is introduced (B), during the reinstatement
of the conditions that prevailed in the baseline period (A), and finally during a
reintroduction of the treatment (B). It is commonly used in operant research to isolate
cause-effect relationships.
A Legendary Place
The small island community of Heimaey has a calloused history that hardened its inhabitants
resulting in a rich bond and brotherhood that suits the island-village well. Boasting
a population of less than five thousand,
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