The problem of course is that if that keeper won’t talk to you, if that keeper doesn’t communicate with you, if that keeper doesn’t say, hey, we got a problem down here. I don’t know what it is, but we got a problem, then having him around is, is kind of useless because you don’t know about it and so you can’t deal with it. So unless it’s something that he can deal with or handle himself, he or she now, since the zoo world has changed considerably since you and I got into this business. And so I think we’ve always had a policy where anybody could say anything and was expected to say anything. It was not, you know, it was not a democracy, but the policy was that, you know, everybody knew that, that there was, if there was something that they agreed with disagreed with or something that should be said, they could say it, no repercussions, no problems and that we listened. And we, you know, that policy we’ve in our, in our building design, and of course, we’ve always, you know, we’ve always managed all of our own construction projects. We were the project managers, primarily Danny and I, and, and that actually, that, you know, that, that philosophy and policy has always carried over into building new exhibits in that some of the very best catches, some of the very best ideas and things that somebody said, hey, that’s not going to work or that’s going to cost you money, or there’s a problem there have come from electricians and carpenters and plumbers that were on the job working because we always had this policy, this philosophy of anybody could walk in and anybody could say anything and you listen and you acknowledge them. And, you know, you may say, okay, I hear you but we’re going to do it the other way.
