managing the
What can we learn from the Seattle Symphony and hospital pediatric emergency wards? Plenty, for starters, about handling a crisis. By Robert Bea
ike many people, I struggled to play an instrument as a child. Perhaps this helped me appreciate the Seattle Symphony Orchestra many years later. Yet listening to the orchestra also provided an important insight into how even the most structured organizations can change to deal with the uncertainties that characterize a crisis. A symphony orchestra is the very model of hierarchical organization. At the top is a conductor, who sets strategy (choice of music, how fast and loud, who gets solos) and directs the performance. The musicians surround the conductor. The top performers sit nearest to the conductor, so the first violinists are followed by second and then third violinists. The musicians implement, using their skill to play the notes of the score according to the conductors wishes. Everything is so structured that the word orchestrated has become synonymous with the harmonious blending of disparate elements. After the performance I attended, the conductor asked several orchestra members to come forward for jazz improv time. The musicians improRobert Bea, a Fellow of ASME and of the American Society of Civil Engineers, is a professor at University of California Berkeley's Department of Civil and Environmental Engineering. He has also held senior engineering, construction, operations, and research positions in the offshore oil industry.

U N P R E D I C TA B L E

vised jazz that was as beautiful as the symphony. And they did it without any written music, while taking turns as leaders and followers. As I listened, I began to wonder: How could people who ordinarily worked within a carefully rehearsed structure dispense with top-down leadership? Did they start with a number of basic routines? How long did they need to practice together in order to trust one another? What kind of skillful interactions and subtle communications enabled them to move from one non-routine event to another? I had already spent decades investigating failures of complex engineered systems. There are two classical approaches to preventing failure. The proactive approach attempts to eliminate or mitigate potential failure modes and their consequences through design and training. The reactive approach seeks to learn from previous failures. Yet as I studied near misses crises averted by successful interventionsI realized something was missing. It was, quite simply, the knowledge of the future. Many crises were tr iggered by events that were just plain unknowable. They were real surprises for which no one could plan. However, some communities often succeeded in managing these surprises. For two decades, I studied groups ranging from commercial and military aviation, nuclear power, and emergency medicine to firefighting, law enforcement, chemical refining, and offshore oil and gas production. I interviewed experts, observed operations, conducted accident and incident investigations, and reviewed literature. The goal of this work was to develop and test a third approach to crisis management, an interactive approach. It worked very much like the musicians who had stepped out of the highly structured orchestra to improvise jazz. It started with proac2 M a r c h mechanical engineering

STRATEGIC COMMAND

objectives situational awareness communications planning

TACTICAL COMMAND

resources locations operational procedures communications
TASK PERFORMANCE OPERATION TEAMS

techniques routines experiments observations feedback communications
tive planning to keep systems functioning and reliable. But it also supported cr isis teams with a wide repertoire of experiments and experiences so they learned to communicate, interact, and trust one another when faced with the unknown. Think of the interactive approach in the context of quality assurance and quality control (QA/QC). Quality assurance is proactive, done before an activity to realize quality goals. Quality control is interactive, undertaken during an activity to ensure that plans achieve the desired result. We can envision interactive crisis management as life-cycle quality control processes that help achieve target quality (serviceability, safety, compatibility, durability) and reliability (likelihoods of realizing acceptable quality) in engineered systems.

Saving the Baby

After recognizing the interactive approach in jazz improvisation, I began studying pediatric emergency management teams. They deal with crises every day, and they have learned to keep babies alive even though babies cannot tell them what is wrong. The experience of successful teams (as measured by very low mortality rates) highlighted some important aspects of managing unpredictable crises. Successful teams transitioned seamlessly from their highly structured everyday organization into loosely structured teams during emergencies. Their members continually challenged and revised diagnoses of developing conditions as more infor mation became available. Decisions migrated rapidly to the people and points at which the best information and skills were available to take action. Authority gradients were absent. The search was for what was right, not who was right. Heedful and respectful interactions characterized the pediatric teamwork. Because they had worked together so long, team members could almost read one anothers minds. Subtle clues indicated what needed to be done next
and who needed to do it. Members constantly scanned engineering, has also contributed to system failures. Many for things that didnt look right. companies have downsized and outsourced to create As a crisis evolved, teams reorganized to support the leaner, more cost-effective organizations. Often, they reoperating teams treating the patient. Strategic command place expensive in-house experts with outsourced experfocused on maintaining situational awareness. Tactical tise. Yet without deep, in-house knowledge, they cannot command focused on proper deployment of resources. adequately manage what they can no longer understand. Operating teams used a variety of routines and techMy study of near-misses shows that the vast majority of niques, experimenting through uncertainties while concrises are triggered by acts of commission: People perstantly looking for clues about outcomes. Communications were nonstop, accurate, timely, and appropriate. Leadership constantly changed in a respectful ballet with highly skilled and caring followership. Like jazz artists, their basic underlyperceptual roadblocks ing melodykeep the baby alivekept MANY FACTORS CAN CREATE PERCEPTUAL ROADBLOCKS the process flowing. Yet clinicians reTHAT KEEP ORGANIZATIONS FROM SEEING A CRISIS EVOLVING. mained on high alert for early warning WE HAVE IDENTIFIED SOME KEY ISSUES: signs of failure. And when the crisis had + Treating dynamic situations as static. passed, they knew how to relax and have + Assuming a single general principle accounts for all observations. fun. This was not so different from how + Seeing different entities as more similar than they are. NASA reacted to the potential disaster + Treating multidimensional phenomena as unidimensional. aboard Apollo XIII. By 1970, NASA had + Treating continuous parameters as discrete (univalued). learned to staff its ground support teams + Treating the whole as the sum of its parts. with experts, and to drill them and the + Treating highly interconnected elements as separable. astronauts relentlessly. + Failure to revise assessments based on new information. These preparations yielded impressive payoffs aboard Apollo XIII. After the oxy+ Wishful thinking (believing the desired outcome is likely when it is not). gen tank explosion, the astronauts could + Overestimating your control over developments and their outcomes. not tell what had happened and started to + Overestimating the predictability of the sequence of events. panic. But then they did something really + Garden path problems, which involve reacting to strong signals that important. They sat down and started suggest plausible but incorrect answers while ignoring or not detecting thinking about what the real problem weaker signals that suggest plausible and correct answers. might be and how they could address it to keep flying. NASA divided the problem to conquer it, by forming different teams to consider various views and actions. Like the jazz players, they form an action on purpose, and it either comes out changed their organization and operating procedures to wrong or is performed incorrectly. The factors most likematch the challenges they faced. Like the pediatric team, ly to contribute to those triggering events are organizathey migrated decisions to the person with the most extional malfunctions that grow out of poor communicapertise and ability to implement that action. They comtions and productivity-at-any-cost cultures. municated nonstop. And, especially important, they At the same time, the vast majority of factors that resstretched time, delaying decisions as long as possible so cue a crisis from failure involve organizational interacthey could continue to receive input from all possible tions. In other words, some organizations know how to points of views and avoid radical over-reactions. snatch victory from defeat by providing the right stuff at the right times in the right places and ways. How do they do it? These organizations are constantly Pushing Toward Failure alert for the early warning signs of crises. They select A study of recent crises shows that some organizations personnel and develop highly functional teams based on are more vulnerable to failure than others. Todays relentdemonstrated capabilities and talents. They invest in less focus on productivitydoing more with less to behardware to provide early warnings. They also invest in come better, faster, cheapercan lead to pushing the enpeople, protecting them physically and mentally to avoid velope. This may encourage managers to intentionally overloading and distractions. depart from safe operating procedures to save time or These organizations have a strong, top-down, strategic money. Many times, these aggressive actions trigger a secommitment to quality first. They demonstrate real, quence of events that escalate into an accident or failure. long-term care, concern, and action throughout the orgaThe loss of core competencies, especially in science and nization, both from the top down and from the bottom

mechanical engineering M a r c h 3
up. They create specific norms, rules, and procedures to remove conflicts between quality and production or service. They do not take the health of their systems for granted. They reflect, audit, critique, and listen to feedback on the health of their systems and their people, and they promote continuous improvement. And they practice timely, effective, thorough, and honest communications that effectively bind together the individuals, teams, and organizations. The best companies prepare by creating hardware and human systems robust enough to tolerate damage and defects, and resilient enough to bounce back from trauma. Such systems embody four important elements. + APPROPRIATE CONFIGURATIONS: They put the right stuff in the right places at the right times. + EXCESS CAPACITY: They can carry excessive demands when one or more elements become overloaded. + DUCTILITY: They stretch and deform without breaking or losing capacity. + APPROPRIATE ASSOCIATION: They morph to fit the situation, turning independent or high-associative when required. It takes all four elements, and they must be present both in their engineered hardware and in their organizations.

Failure of Imagination

Even organizations with strong crisis management capabilities can fail in a crisis. About 60 percent of people ignore or misjudge the early warning signs of a crisis.

lessons learned

OTHER IMPORTANT LESSONS LEARNED FROM THE SUCCESSFUL CRISIS MANAGEMENT COMMUNITIES INCLUDE:
+ Start by keeping the airplane flying. + Keep questioning, anticipating, and taking initiatives. + Avoid radical response; be moderate in seeking gains. + Capitalize on the opportunities offered by the crisis. + Look for anything that may add flexibility and slow escalation. + Avoid irreversible commitments. + Dont forget the postcrisis period (recovery, rescue). + Keep all communications channels open and working. + Finish by keeping the airplane flying.
A rapidly developing crisis is easy to see but difficult to manage because its surprises undermine our beliefs about our system. Time pressures and new doubts can lead to cognitive lockup and produce tunnel vision. In such crises, the challenge is to survive by rapidly finding and implementing a workable solution. How can people and organizations do a better job of perceiving early warning signs? First, they monitor their own assumptions. All models of engineered systems have boundaries and limitations. Understanding those limits prevents inadvertent violations. Try to avoid simplifying to make a complex event comprehensible. Engineers, for instance, may be looking at the largest numbers, which may not necessarily be the most significant numbers. Emotions also distort perceptions. Denial, wishful thinking, lethal arrogance, hubris, an inability to tolerate ambiguity, and the fear of making mistakes or looking bad all block accurate perceptions. Culture may create additional hurdles. Engineers, for example, may downplay intuition and demand overly rational explanations rather than investigate an issue immediately. Some lean organizations may combine high levels of distraction with low levels of reflection. Other organizations may rely on tradition and authority, avoid taboo subjects, or lack cooperation, support, and trust. Crisis teams counter perceptual blocks with fluid, flexible, and original thinking. To encourage this, challenge mental models, invite constructive deliberation and dissent, brainstorm, increase the number of inputs to match the variety of crisis issues, and delay judgment. Be prepared for false alarms. False negatives (we think we have a problem when we dont), especially if they occur often enough, encourage lackadaisical responses in the future. But setting alarm levels too high will create false positives (all looks okay even when it is not) that reduce the time given to evaluate and respond to an emergency. Organizations that want to keep crises from escalating build systems that reward people for chasing down and curing potential problems before they become crises. Even then, experts make mistakes. In events of moderate complexity, experts misdiagnose situations about 20 percent of the time. Inexperienced managers fail to connect the dots about 80 percent of the time. In complex crises, though, even experienced experts misdiagnose about 80 percent of the time. This underscores the importance of teams of experienced people with diverse backgrounds who know how to collaborate and also challenge one another as they seek the right answers.

Best Practices

Another 30 percent investigate, but only 10 percent evaluate properly and take appropriate action. For example, take a slowly evolving crisis. It is often difficult to detect because signals of growing degradation are drowned out by the noise of normal daily operations. Our first response to outlying data is to try to fit it into our mental beliefs about how our system operates.
4 M a r c h mechanical engineering
In the best crisis management teams we studied, practice made perfect. This started with communication. Strong crisis managers learned to explainclearlynot just their goals, but also the reasons behind them so that the rest of the team could work independently and creatively, and still move in the right direction.
The best teams promoted mature teamwork, leadership, management, and followership. Members learned to subordinate their personal prominence to achieve a winning team. They also learned to work within a fluid organization where leadership developed and migrated so that the team could do things otherwise beyond its reach. Trust was critical, and it came only with lots of practice. There is an endless list of potential crises for which organizations can prepare. Certainly, it is important to achieve proficiency in handling the most likely disaster scenarios. Yet it is equally important to see a diverse range of less likely threats, too. This helps teams develop a broader repertoire of strategies and methods. These diverse approaches are like money in the bank, a resource that companies can draw on when they confront a completely unexpected challenge. The trail of work that began with the Seattle Symphony has led to interactive crisis management systems used in a variety of engineered systems, most of which face daily crises that could prove fatal. The focus on interaction has proven an essential link with proactive and reactive approaches to assure life-cycle quality and reliability in engineered systems. The interactive approach focuses on supporting both people and systems. People support is focused on select-
ing, training, organizing, leading, and managing the right stuff. It makes sure the right stuff is applied in the right amounts and ways at the right times and places. System support is focused on providing serviceable, safe, compatible, and durable assemblies of hardware, and organizational systems that are robust and resilient. Strategies that reduce the likelihoods of malfunctions, increase their detection and remediation, and reduce the effects of malfunctions are employed in a continuous process to improve quality and reliability. To make it work, though, takes the five Cs: + COMMITMENT to achieve quality and reliability from the top down and bottom up. + CAPABILITY created to apply the right stuff in the right places at the right times. + COGNIZANCE, a constant awareness of hazards and risks. + CULTURE focused on achieving superior life-cycle quality and reliability. + COUNTING, the use of accounting and incentives to recognize early warnings and successful interventions. When it is combined with proper team preparation, the interactive approach can help crisis teams overcome unexpected challenges with the same fluidity shown by the musicians who stepped out of the Seattle Symphony Orchestra to play jazz. I

Silent Auction Items 2009 - We are hoping to make next year's list even bigger and better

Food/Wine

s s s s s s s s

s s s s

Chef's tasting dinner at Suze Restaurant, 5-course tasting dinner for 4 with a champagne reception ($600 value) (4) $25 Gift Certificates to Chili's Gift certificate for dinner for 2 to Del Frisco's Double Eagle Steak House, ($100 value) $100 Gift Certificate to Hacienda Restaurant on Henderson, Gift Certificate for dinner for 4, Expires 12/10 Sprinkles Cupcake party for 24 people! ($72 value) $100 Whole Foods Gift Card, courtesy of A Shred 2 Pieces Shredding Company Fuqua Winery Wine-Tasting Party for 12 ($420 value) Corner Bakery Cafe Catering, Delicious Medium Corner Classic (serves 9-14 people) Your choice of sandwich basket, mini-sandwhich basket or sandwich builder tray, two side items (chips, salads or vegetable basket) and either a sweets basket or a cookie basket. ($155 value) $50 Gift Certificate to Flying Saucer $450 Gift Certificate to Flying Fish $300 Gift Certificate to Lotus, VIP Friday/Saturday night for four (one premium bottle of liquor and reserved booth), Expires 12/10, Value: $300 Pokey O's Cookies and Ice Cream, 1 dozen cookies each month for a year, Value: $130

Sports

s s s s s s s s s s s s s s s s s s s s s s s s s s s s s s
(2) 1 year memberships to Guy Mezger's Combat Sports Club - Karate, Kickboxing, MMA for kids and adults ($1,200 value) $50 gift certificate to Richardson Bike Mart (2) Tickets + Parking to Dallas Mavs v Boston Celtics, Sat, 3/20/10, 8pm, Sec 116, Row G, Seats 1 & 2, ($250 value) (4) Tickets + Parking to Dallas Mavs v Detroit Pistons, Sat, 1/5/10, 8pm, Sec 112, Seats 15 - 18, ($225 value) (2) Tickets to Dallas Stars v San Jose Sharks, Mon, 12/28/09, 7:30pm, Sec 121, Row V, Seats 15 & 16 ($200 value) (2) Tickets + Parking to Stars vs. Detroit Red Wings, Sat., 12/19/PM ($198 + $25 parking pass) Edwin Watts Golf Academy - Free Golf Swing Analysis ($49 value) (2) Free golf lessons from Golf Galaxy ($49 value) Round of golf for 4 people at Gleneagles Country Club (valid Tuesday - Thursdays) ($450 value) Round of golf for 4 people at Stonebriar Country Club (valid Tuesday - Thursdays) ($450 value) Round of golf for 4 people at Trophy Club Country Club (valid Tuesday - Thursdays) ($400 value) Round of golf for 4 people at Stonebridge Ranch Country Club (valid Tuesday -Thursdays) Round of golf for 4 people at Las Colinas Country Club (valid Tuesday - Thursday) ($400 value) 2 Rounds of golf for 4 people at Oak Ridge Country Club ($300 value) Michael Young autographed ball in a case ($130 value) Ian Kinsler autographed ball in a case ($120 value) Josh Hamilton Jersey - Medium Josh Hamilton Poster Josh Hamilton sign Josh Hamilton Macfarlane figure Josh Hamilton Macfarlane variant figure (ooohh!) Josh Hamilton t-shirt - Medium Josh Hamilton t-shirt - Large 2009 Topps Baseball Card Complete set factory sealed Signed Nolan Ryan baseball in a case ($175 value) $50 gift certificate from Luke's Locker Sammy Sosa's autographed photo, framed with six photos in it (when he hit his 600th) ($200 value) 3 Private Tennis Lessons with Chad Brown at Greenville School ($150 value) (2) North Face Tents (Mt. Everest Quality) ($500 value each) 3 Personal Training Sessions with Justin Allen, personal trainer, AEON Studio ($300 value)

Photography

Family Photography Session with Courtney Leigh Photography ($500 value) Full Portrait Session and disk of images with Jonnye Bower Photography ($1,800 value) Gift certificate to Andie Hamilton Photography. Use towards a family/child portrait sitting/prints ($400 value, good for 1 year) Photo Shoot, Painting & Sunset Photo courtesy of Jeff Hoedebeck ($400 value, expires 5/31/10)

Spa/Massage

Massage gift certificate for an hour and a half massage $100 Gift Certificate to So Rene Spa Botox Session with Dr Jennifer Cather of Modern Dermatology of Dallas ($500 value) Gift Certificate for Hair Cut & Color, Osgood-ONeil Salon/ Lauren Schlabs, Value: $185

Jewelry/Clothing

Baby Bean Vintage Wear: 2T Bessie Day Dress (A-line vintage dress) courtesy of The Little Bean Shop ($68 value) Turquoise Necklace with Iron Cross courtesy of Heather Murphy ($82 value) Me&Ro Sterling Silver Pendant from Joanne and Charles Teichman at YLANG|23 ($220 value)

Miscellaneous

s s s s s s s s s
Weekend use of car from Sewell Lexus ($200 value) Condo in Orange Beach, AL (Silver Beach Condos) - (Thurs - Sunday) T-Mobile HotSpot Wireless Cards, courtesy of Brian Evetts ($250 value) Vaccine package & annual exam for your pet at Metro Paws Animal Hospital ($200 value) LabraDoodle Puppy from Dixie's Doodles of Austin & HillebrandCory - Puppy available at Christmas! ($2000 value) Painting of Shannon as Mr. Furley, mixed media on wood panel, 2 ft. square ($250 value) A Handmade Remeberance Quilt measuring 71"x85" made with love by Shannon's Aunt, Vivian Abrigg $50 Gift card good for any purchase or services at the Cat Connection Full Feature Graphing Calculator TI 84 plus Silver Edition, Required on SAT, ACT, AP exams Value: $100

Gift Baskets

#1 Wii Game package: Family Game Night, Trivial Pursuit, Monopoly - Estimated Value $75 #2 Wii Action Games: My Sims Agents, Boom Blox, Boom Blox Bash Party - Estimated Value $75 #3 Wii Girls: Littlest Pet Shop, Pajama Party - Estimated Value $40 #4 Wii Boys Package: Harry Potter, Madden NFL 10, GI Joe The Rise of Cobra - Estimated Value $80 #5 Play Station Sports Package: Fight Night Round 4, FIFA Soccer 10, Tiger Woods PGA Tour 10 - Estimated Value $120 #6 Boys Play Station Package: Harry Potter and the Half-Blood Prince, Need for Speed Shift, Medal of Honor Airborne - Estimated Value $100 #7 X-Box Sports Package: NHL 10, NBA Live 10, NCAA Football 10, Fight Night Round 4 - Estimated Value $200 #8 X-Box Boys Games: Harry Potter and the Half-Blood Prince, Need for Speed - Shift, GI Joe The Rise of Cobra - Estimated Value $150 #9 Nintendo DS Girls Games: Charm Girls Club My Perfect Prom, Charm Girls Club My Fashion Mall, Charm Girls Club My Fashion Show, Boogie - Estimated Value $80 #10 Nintendo DS Girls Games: Littlest PetShop Beach Friends, Littlest PetShop City Friends, Littlest PetShop Country Friends, Littlest PetShop Winter Hiver - Estimated Value $100 #11 Star Wars/GI Joe Basket: Star Wars Clone Wars All Terrain Tactical Enforcer, Star Wars Clone Commander Thire Action Figure, Star Wars Battle Droid Action Figure, Star Wars Kenobi Action Figure, Optimus Prime Radio Control RPMS, GI Joe Rise of Cobra Eel with Wave Crusher, GI Joe James Grand Slam Barney and Air Assault Glider, GI Joe Action Battler Cobra Commander, GI Joe Snarler Cycle, Optimus Prime Mighty Muggs, GI Joe Ninja Battles Snake Eyes vs. Storm Shadow #12 Star Wars/GI Joe Basket: Star Wars Clone Wars Clone Turbo Tank, Star Wars Action Figure Captain Arguys, Star Wars Action Figure Luminara Undult, Star Wars Action Figure Duel Action Lightsaber, GI Joe Defense of Cobra Island, GI Joe Rise of Cobra Destro, GI Joe Action Figure Storm Shadow, GI Joe Polar Sharc Submarine, GI Joe Snake Eyes vs. Storm Shadow, GI Joe Adult Collectible Rise of Cobra Baroness Doll #13 Transformers Basket: Skywarp Bust, Battle Chargers Optimus Prime, Autobot Ratchet, Supertuner Throwdown Revenge of the Fallen Blowpipe, Bumblebee Auction Figure Human Alliance, Optimus Prime Voice Charger (Mask), Autobot Camshaft Megatron (Value Box) #14 Boys Basket Nerf Longshot CS-6 N-Strike, Nerf 3 Packs of Streamline Darts, Nerf N-Force Thunder Fury, GI Joe Red Fang Ninja Action Figure, GI Joe Nano Viper Cobra Commander Action Figure, GI Joe Desert Rockslide ATAV, Transformer Dodge Ram SRT-10 Nemesis Prime, Transformer Ironhide vs. Starscream RPMs, Transformer Laserbeak Buzzsaw Ravage Ratbat #15 Sports Basket: Nerf Bat, Nerf Baseball, Nerf Basket Ball, Nerf Football, Nerf Dart Tag Gun with Darts, Nerf N-Strike with Darts #16 Boys Basket: Bat the Chargers Bumblebee Car Transformers, Nerf N-Strike Recon CS-6 Gun with Darts, Transformers Alternators Car #17 Young Boys Basket: Tonka Wheel Pals Cushy Cruisin School Bus, TonkaChuck & Friends Truck, Tonka Mighty Dump Truck, Tonka Chuck & Friends Fold & Go Construction Quarry, Tonka Chuck & Friends Round Town Fleet of Cars, Tonka Chuck & Friends Tucker the Pick-up Truck #18 Boys Basket: Transformers Alternators Dodge Ram SRT-10 Optimus Prime, Transformer RPMS Car 2-Pack, Transformer RPMS Car Autobot Skids, Transformer RPMS Car Sideswipe, Transformer RPMS Battle Chargers Side Swipe, Tonka Mighty Dump Truck, Tonka Bounce Back Racer Remote Control Car

#19 Girls Littlest PetShop Basket: Littlest Petshop Light-up Dome Ballons 'N Treats Birthday Party, Littlest PetShop Hungries #926/927, Littlest PetShop Post Card Pets #1068 - Estimated Value $50 #20 Girls My Little Pony Basket: My Little Pony Pizza Night Cherrilee & Starsong, My Little Pony Sweetie Belle, My Little Pony Scootin Along & Scottaloo & Toola-Roola, My Little Pony Cheerilee, My Little Pony Sweetie Belles Gumball House #21 Girls Basket: Tumbles Fur Real My Roll-Over Pup, My Little Pony Supermarket Store, Baby Alive Real Surprises Baby, Littlest PetShop Hungriest #852, 853, 854, Littlest PetShop Postcard Pets #1069 #22 Girls Basket: Baby Alive Better Now Baby, Littlest PetShop Cozy Care Adoption Center, Littlest PetShop Happiest #997, Littlest PetShop Funniest #884, Littlest PetShop Sassiest #1038, Littlest PetShop Sassiest #993, Littlest PetShop Online LPSO Pets #23 Girls Basket: Baby Alive Whoopsie Doo, LPSO Pets Online, Fur Real Lulu My Cuddlin - Kitty, My Little Pony Punkie Pies Dress up, Cheerleader Fun & Pinkie Pie & Rainbow Dash #24 Boys Basket: Tonka Chuck & Friends Dump Truck, Tonka Chuck & Friends Highway Fleet, Tonka Truck - Mighty Loader, Tonka Triple Truck Tower #25 Rangers Basket: Texas Rangers Suite, Major League Baseball Complete 2009 Card Set - 660 Cards, Texas Rangers Official Jersey #26 Italian Heritage Basket: Bread-Dipping Herbs, Pasta, Balsamic Vinegar, Ceramic Strainer, Olive Oil Canister - Estimated Value $50 #27 Metro Paws Animal Clinic Basket - Dallas, Texas: One Annual Exam with all Vaccines Package for Cat or Dog, Engrave ID Tag, Standard Grooming and Nail Trim, Chew Toys, Dog Leash, Blanket - Estimated Value $250