Killing Keiko Page 7

  Initially I spent a great deal of time with Stephen, who seemed willing to share the most detail regarding Keiko’s recent past. We talked about the staff’s affinity for getting in the water with Keiko and how that practice retarded progress toward rehabilitation for release. It seemed common sense to me that continuing playful in-water interactions with Keiko were not in alignment with the goal of release. Stephen offered that it was one of their only ways to keep Keiko stimulated. Still, I wondered what the world would think if they saw just how docile this animal was with his trainers in the water rubbing his back and belly. In a similar vein, we discussed Keiko’s fixation with the blue Boomer Ball, which Stephen described in great comedic detail sparing no small amount of adult-rated analogy. I pressed him on the activities in Oregon, the rationale behind program directives, who had implemented behavioral protocols and details of what individual sessions were like.

  According to Stephen’s description, little emphasis had been placed on Keiko’s learning. The primary stated goals of the Oregon phase had been simply to put weight on the whale and eliminate dependency on a slew of medications. In this capacity, they had certainly succeeded. Keiko was on nothing more than supplemental vitamins needed to replace the nutrients lost in the freezing and thawing of his food, of which he received a handsome quantity day-in and day-out. Judging by his enormous size, this amount was certainly more than he required, which had much to do with his lethargy.

  Throughout the many hours I dwelled on the pen, I amassed more one-on-one time with the diverse staff. With each passing exposure, I learned about their past and how each had become involved with the project. The release team was divided into two rotations of personnel. Each team worked four weeks on-site followed by four weeks at home in the States. Every four weeks, a completely new staff would rotate in, occupy the hostel and take over the operation. Jeff led one rotation and Peter Noah the other. Although anyone on staff could and did work with Keiko at times, the primary individuals who attended to his needs, and whom I met on that first rotation, were Stephen, Karen McRea and Steve Sinelli.

  I was shocked to learn that none of the three had ever worked with a killer whale before Keiko. Worse yet, none had any professional experience in animal behavioral sciences. For example, Stephen, known informally as the “director of comedy relief,” had been a restaurant chef before joining the Keiko team. He proved to be a master of the galley, concocting some of the most exquisite Thai food I had ever consumed; this from the non-Thai assortment of raw ingredients available on the rock island. He, like so many providing Keiko’s daily care, cherished his role in training and was all heart when beside the pool. Unfortunately his professional experience was in the kitchen.

  When they conquered the moon landing, NASA was given almost unlimited powers to call upon and collect the world’s most prominent scientists in rocket propulsion and lunar exploration. These innovators demonstrating a technological prowess and singular focus, eventually achieved the impossible. Here we had what consisted of an emotionally charged group of volunteers from the Oregon Coast Aquarium leading the most ambitious animal release program ever conceived. If there was a silver lining to the lack of experience on the project, it was that they would be hungry for clear and focused direction. Or at least that’s what was initially represented.

  I was drawn to Keiko in many ways. He was a killer whale, one of the most amazing species of animal that I have ever worked around. Beyond that, Keiko himself was also strangely different from any other male killer whale I had ever known. There seemed to be no limit to his acceptance of anyone or anything. From all that I learned and was told, from everything that I saw, Keiko did not possess an aggressive bone in his body. His disposition with people was more akin to that of a big mellow Saint Bernard than any form of apex predator. These characteristics were intriguing and at the same time deeply troubling. At any other time or place, I would have been thrilled to be working with such a remarkable individual.

  However, we weren’t there to build a lasting relationship with the animal. We were there to prepare him for a life in the North Atlantic. That life would require diverse new skills. Of pivotal importance, it would require the absence of human relationships. No, in fact it would demand that he develop relationships with his wild counterparts, something over which all our preparation could have no influence. It was impossible not to like the Big Man, but beneath the excitement of meeting Keiko, ran a profoundly disturbing and dark current. I worried for this animal; I worried that what made him such an incredible animal to those around him would be his Achilles’ heel, the downfall of his ability to succeed on his own.

  3

  The Enemy Within

  E-mail: April 29, 1999

  To: Alyssa

  Subj: Update (morning)

  We meet with Charles on next Tuesday or Wednesday. We are frantically getting our sh-t together. All is going well enough though. I feel so at home with a KW … so very familiar … it didn’t take two days or even one … I felt natural and at ease after the third minute. Great feeling (amidst the foreignness of everything else). This facility is awesome and the view is unbelievable … beautiful weather today.

  Until then, I love and miss you. Mark

  Dave, my counterpart on the implementation of our outlined plan, was scheduled to arrive just a day before Charles Vinick, the chief operations officer for the Keiko Release Project. We would have only one day together on the bay pen with Keiko before meetings with Charles would begin. Although Robin and I had spent considerable time analyzing every aspect of Keiko’s reintroduction and our proposal, I had much more hands-on time in the application of behavioral modification with Dave from our years of working side-by-side at SeaWorld. We each knew the other’s strengths and weaknesses while also practiced in exercising each other’s intellectual limits on the finer points of applied behavioral science.

  From my own experiences, I had categorized three basic types of animal trainer: the “Relationship Trainer,” the “Scientist,” and the “Poet Philosopher.” Relationship Trainers have a special knack for building relationships with animals. In other words, animals like to work with these trainers. More often than not, Relationship Trainers don’t have a solid grasp of the science of behavioral modification and can’t explain (very well) to others how they get results. Nonetheless, they are able to achieve an amazing rapport due in large part to their genuine affection and interaction with the animals in their care.

  The Scientist Trainers approach animal behavior from a textbook perspective. They know the mechanics of how behavior is shaped. The Scientists don’t have the best relationship with the animals and often face their own frustration; frustration that comes from the missing link provided through genuine affection. The best scientists recognize that developing a relationship with the animal they are training is a fundamental tool and requirement in the behavioral modification process, but this understanding is clinical. Cold application as a tool in shaping behavior, regardless of accuracy, does not a genuine bond make. Animals pick up on this, and their interest and motivation to work with the scientists is less than ideal.

  Poet-Philosophers combine the talents of the Relationship Trainer and the Scientist Trainer. They possess a sincere desire to have a working bond with the animal, and they understand behavioral science. However, it’s not enough to know the science of behavioral modification, there is an art form in applying these principles outside of the proverbial lab. Poet-Philosophers are great technicians, genuine partners with the animal and competent scientists. The Poet-Philosophers ultimately lead the field in animal training regardless of their title. They are often the silent and unassuming force that pushes the boundaries of achievement in animal behavior.

  In a truly effective training environment, all three types of trainer are needed. The Poet-Philosopher leads with results and inspires an attentive animal, the Relationship Trainer provides a loving atmosphere that translates to relationship-challenged trainers and the Scientist Tra
iner maps the strategic path to the group’s goal. The Scientist Trainer also plays an important role in teaching Relationship Trainers and young Poet-Philosophers the science of behavioral modification.

  In many regards, Dave was heavily slanted toward the Scientist Trainer on this scale. Although relationship building with Keiko would be critical in the initial stages, this was neither a show nor presentation environment. Make no mistake, the importance of a solid relationship is not limited to a show or presentation environment. In our case it was just one piece of a multidimensional puzzle. At this early stage, the most vital aspect was mapping out a strategic plan with a vigilant eye toward the science of how learning occurs and how behavior is shaped. We couldn’t leave any stone unturned. I was looking forward to Dave’s input.

  Excerpts from e-mail: May 2, 1999

  To: Alyssa

  Subj: Updates from way North

  Being here puts things in a perspective that is difficult to describe.

  The facility sits right in the North Atlantic … you think harsh, and it is … they have sustained winds of up to 140 mph (it drug six 5-ton anchors about ten feet, but the bay pen held—and they then moved them back with two tug boats).

  The wind got up to 40 knots today … very interesting. It definitely starts things to rock’n. Dave and I worked Big Man (that’s what I call him). I am already starting to fall for the guy. Anyway, Dave and I worked him in the wind storm … it was fun. Like doing a playtime in the heavy rain, only it was going sideways and it wasn’t rain, it was the waves. It is definitely rugged up here, but this set-up is any animal person’s dream. The only problem is they don’t know the first thing about behavioral science or modification … and they openly admit it, often.

  The staff talks about him emotionally; no objective content. When Robin and I or Dave and I discuss behavior they start to glaze over. We have a looonnnggg way to go … you have to see it here soon though.

  We saw wild whales (KW’s) less than a thousand yards from Keiko twice in the last three days.

  M

  Dave, Robin and I talked constantly. A tsunami of information and analytics were coursing through our minds each day. This relentless interaction never produced any abrupt revelations; rather, theories developed slowly as we reflected on the interaction of various applications, their intended results, the effects of unintended results and solutions for same … it was a necessary process that had no end.

  The plan had to consider the incidental, accidental and indirect reinforcements that may occur in the process of shaping behavior. The reintroduction plan had to be highly sophisticated and involve myriad “what if” and “if-then” calculations. Beyond framing a comprehensive and plausible behavioral strategy for Keiko’s release, we had the difficult task of explaining what that plan meant (translating it in layman’s terms), and why it was at the heart of any chance of success for Keiko. At least at this early stage, understanding each step to be taken was a vital piece of the puzzle needed to foster the staff’s dedication. Consistency in executing the plan would be paramount. How effectively we implemented each step depended entirely on the staff’s grasp of each calculated measure as we slowly introduced change in Keiko’s world.

  Throughout the project, explaining the plan along with supporting theory behind it was an uphill battle. At that time, the managers in charge of the project did not believe that any reshaping or modification of Keiko’s learning history was necessary. They believed that nature would take its course if they simply got him to Iceland. Yet after five months in Iceland, it was clear to even the most stubborn observer that Keiko was not making any notable progress. Other than watching almost every passing boat, Keiko was showing no overt signs of interest in the world outside of his bay pen. Thus far, and in the short term, this was the only aspect working in our favor.

  Our interactions with all the existing staff were very positive up to that point. But then we were all reasonable and likeable people, them and us included. We were in the honeymoon stage of our tentative and new union; of course everything felt right. Nonetheless, our involvement in the project was not a given. Our challenge now was to determine how, formally, we would be involved. OFS had no intention of hiring a subcontractor beneath them; they were already a subcontractor of sorts to the FWKF themselves. On our side of the proverbial negotiating table, we were equally as stubborn and had no intention of splitting up our company to become employees of OFS. Perhaps it was some measure of pride, but it was also a commitment to the goals we had set as a new organization with what we believed to be a cutting-edge philosophy. The prospect of abandoning our company in exchange for employment within the rank-and-file radical organizations was almost too much to stomach. Charles Vinick arrived on Monday, and we met that evening over dinner.

  E-mail: May 3, 1999

  To: Alyssa

  Subj: Today…

  Winds of 100 mph and gusting around the pen at 110 mph. The staff goes about their business like nothing is happening. We watched a 200 ft. boat pitch in the waves like a toy. They say it is fairly common to see 40 ft. waves. I have not seen that yet; however, these were pretty awesome. It is truly a harsh environment. This weather pattern is supposed to last for another couple days.

  I am not very optimistic that we will be involved in this project. We met with the bigwig today. Went to dinner, drank some wine, he asked questions we answered them … typical GM type but very clever. He finally pushed the issue to hire us on as OFS employees and forego our company on the premise that this undertaking is bigger than all of us and together we had the “right stuff” … he also said he was interested in what we could accomplish together long-term … beyond Keiko. A tactic.

  Perhaps I am stupid to lose an opportunity like this one?!? We meet all day tomorrow starting at 0900 to go over the reintroduction and … I think he will try to sell us on the OFS employee thing again. We shall see … I guess the good news is at least he seems to recognize the need for our expertise.

  Hope all is well at home … I miss you ABS.

  Over and out,

  Mark

  I liked Charles from the moment I met him. A true gentleman in his early fifties, Charles’ well-groomed salt-and-pepper beard and neck-length hair of similar spice fit his demeanor. Longer hair and a beard seemed to be the trademark style among the project’s outdoorsy masculine leadership; yet Charles, departing from the seeming uniform persona, took on a more professorial air. His well-practiced, calm and collected stature produced a very businesslike impression. It seemed clear that this presentation was active and deliberate from the also apparent pride with which he carried himself. A smaller man, his dark complexion and sunken cheeks completed a very serious-minded appearance aptly fit for a board room. Nonetheless, Charles transitioned well into the fieldgarb typical on a project of this nature.

  Charles was well spoken with an authoritative command of the English language. He was adept at clearly explaining himself and his objectives. This made negotiating much easier than it otherwise might have been. Despite the fact that he tenaciously held his own and refused to back down, I respected Charles for the way he treated our position at a difficult time. What could have been a very contentious exchange was maintained at a mutually respectful level. Charles never directly insulted our principles or our drive to protect our own company goals. If he had, the outcome might have been very different. In spite of these productive exchanges with Charles early on, there were other variables that muddied the waters and sidetracked negotiations.

  The night of May 4, 1999, Robin and I were to meet with Charles a final time in hopes that we could come to an agreement. Early that afternoon, long before the scheduled dinner meeting, a Web posting made its way through the ranks of the FWKF board, eventually plaguing Charles with questions and doubts about bringing Robin and me onboard. A long time anticaptivity activist and vigorous proponent for the release of Lolita (a killer whale living at Miami Seaquarium), Howard Garrett had published the claim that Sea-World t
rainers were in Iceland intent on sabotaging the release effort. In his posting he alleged that Robin and I were agents only interested in the project to secure Keiko for the zoological community. Failing in his first attempt, he went on to insinuate that any success would be credited to SeaWorld via our participation.

  As outrageous and ill-advised as the assertion was, it nonetheless resulted in numerous phone calls from various members of the board fearing Garrett’s on-line nonsense might be true. Robin had relayed the information while I was still on the bay pen that afternoon. Though I was not surprised by the elementary tactics Garrett used, the reactions of the board brought into question whether anyone involved actually cared about the animal near as much as they cared for their own credentials.

  At dinner that evening the SeaWorld association and Howard Garrett’s conspiracy theory certainly hindered the more pressing and immediate aspects of our discussion; however, being the levelheaded man that he was, Charles did not let it delay progress for long. He knew the Howard Garrett claim was a cheap shot from the radical sidelines. After some relatively minor deliberation on the subject, he dismissed the notion and left it with, “I’ll handle this with the board. Let’s move on.” Ironically, this was the beginning of what would become Charles’ constant burden over the next sixteen months of our involvement.

  I was hopelessly committed to making this work, even if I didn’t know it then. The issue of becoming an employee of OFS plagued me more than it should have. The ease at which Garrett introduced turmoil among the more imaginative FWKF board members, could not be underestimated. It reminded me of the organizational challenges lurking in the shadows that only complicated the very real trials facing Keiko. I had now spent the better part of three days away from Keiko and neck-deep in consternation. Finally, my wife, who represents the better half of my judgment, spelled it out for me.