CHRONOSPHERE » Cryonics History A revolution in time. Fri, 03 Aug 2012 22:34:48 +0000 en-US hourly 1 In Thy Orisons Be All My Sins Remembered* Thu, 17 May 2012 20:00:14 +0000 chronopause Continue reading ]]> By Daichi Sasaki

EDITOR’S NOTE: The following text has been edited from a machine translation. I have tried to be as faithful to the original as possible. The title is mine – MD

I came to visit the United States, and specifically to visit California, earlier this year. Before my visit I wrote to Mike Darwin and to some others in cryonics to learn where the underground facility was where the Cryonics Society of California (CSC) cryonics patients were found decomposed in 1979. No one could tell me where to find the facility. I went to Oakwood Cemetery in Chatsworth, and inquired of the management as to where the facility had been located. The cemetery management was not of any help and they informed me that, unless I had relatives interred there, I would have to leave the premises.

I returned to the cemetery the next day, this time on foot (without a driver) and spent the day from the time the cemetery opened until nearly sunset looking for the place where the CSC facility had been, but I was unable to find any trace of it. There is nothing there to show where the CSC patients were lost. There is nothing to memorialize their attempt to survive via cryonics. There is nothing to commemorate them, either as individuals, or as tragic reminders to others in cryonics.

Mike Darwin writes about the importance of memory and not forgetting the history of cryonics. He says that lessons from the past must be learned and not forgotten. My point here is that people need help to do this; they cannot do it unaided. They need instructions on how to remember and constant reminders which are enduring.

After much effort, I finally found out where the CSC facility was. I went back to Oakwood Cemetery and there is nothing on that spot – just a bend in the road and grass. This made me very angry and I said to myself, “What is the matter with the cryonicists in the United States that they have no hearts and no sorrow about what happened in this place? How can you remember your history if you never knew it in the first place? How can you learn what you have already forgotten?” This makes me very sad.

Mike Darwin says it must be remembered, but he does not say how to remember it.

When I returned home I continued to think about that unmarked place in Oakwood Cemetery where those cryonics patients were abandoned, and where they lost their lives forever, and I began to make a plan to remember them. I went to Chatsworth to remember and to honor them, and I could not even find the place where they lost their chance at continued life. There must be marker there. There must be a tool to make us remember. So, I have devised a tool for keeping memory alive and for making cryonicists learn this lesson from the past.

My proposal is for a memorial on the spot where the CSC facility is now buried. This tool for remembering will be buried in the earth and it will be unknown and unseen, except by people who know where to look for it. The memorial is level with the earth and buried in it just as were (and are) the CSC cryonics patients. It is sunken in earth and forgotten as they now are, and will forever be, without this tool.


The memorial is an inverted decagonal pyramid placed into earth above vault. Each side of the pyramid is in memory of one of the cryonics patients lost at there. The top opening of the decagon has a surface area of 1.61803399 meters (the Golden Mean) and bottom has a surface area of 0 meters. This makes a catch-basin in which leaves, grass clippings, insects and all other matter, dead and alive, will be trapped and remain. The catch-basin will fill up to the top and become invisible and lost. The names and faces of the lost cryonics patients that are engraved on each facet of the dodecagon will be covered with dead matter and soil.

To stop this from happening, every person who is a true cryonicist must do as I did and go to the Oakwood Cemetery in Chatsworth one time before they too are cryopreserved. They must reach past the metal grate covering the opening in the memorial and remove the dead matter in the catch basin. They must do this to preserve the memory of and to learn the lesson that the mistake at Chatsworth has to teach. They must do this because to be a cryonicist is to have a duty to remember and a duty to learn from past mistakes. It is also required that all cryonicists honor the patients lost at Chatsworth, because in becoming a cryonicist, each person accepts some of the responsibility for the loss of the patients at Chatsworth. Becoming a cryonicist means accepting some responsibility for that terrible mistake and in that way the forgetting is hard. Only if such a terrible lesson is costly and unpleasant will the memory, and the lesson to be learned from it, endure.

Each cryonicist keeps the accumulating debris in the memorial from erasing the memory of the patients who were lost there. It is a task that is unending – and that is as it should be. If we forget those patients we will have forgotten ourselves and we will surely make the same mistake again (or others will make it on us). We must never forget!

* Hamlet: Act 3, Scene 1: In your prayers be all my sins remembered, or remember my sins in your prayers to God, so that I may be forgiven them.


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Myth and Memory in Cryonics Sat, 12 May 2012 19:45:41 +0000 chronopause Continue reading ]]> By Mike Darwin

Steven B. Harris, M.D.

In September of 1988, Steve Harris, M.D., published an essay entitled The Day the Earth Stood Still: Cryonics and the Resurrection of the Mythic Hero. It was one of his best in a formidable roster of insightful articles that he wrote dealing with the likely cultural requirements and cognitive limitations that inform humanity’s acceptance, or lack thereof, of cryonics.  I strongly recommend cryonicists read it. Steve’s articles had a great deal of influence on my thinking,  and both Steve and I were, in turn,  influenced by  the philosopher-mythologist-historian Joseph Campbell. I don’t know how Steve was introduced to him, but I first heard of Campbell as a result of the PBS series THE POWER OF MYTH WILL BILL MOYERS, (downloadable here)  which aired in the late 1980s.

I remember breaking out in goose bumps (I have them now) many times during Campbell’s program and, subsequently, when reading his books. His book of the same title as the series is an excellent introduction to his work. I had the same reaction when reading  Steve Harris’ brilliantly insightful articles dealing with issues critical to human perception of, and reaction to cryonics when I read them for the first time in manuscript form, before they were published in Cryonics And I had it again when I read them in “in print” as the final, published product. These works bear reading and rereading and reading again.

The Dead Ant Heap & Our Mechanical Society:

The Return of the Krell Machine:

Will Cryonics Work?:

The Society for the Recovery of Persons Apparently Dead:

Many are Cold But Few Are Frozen:

Frankenstein and the Fear of Science (Lecture), VHS tape:

There are very powerful ideas and insights in these essays which should be a source of influence and inspiration to many more cryonicists, than to those relatively few who have read them, to date.

One of my central points about the reason for the continued “failure” of cryonics, and for its very slow growth, both absolutely and relatively,  is the near total lack of any kind of memory of what has gone before, let alone a sorting out of what part of that history is vitally important to be remembered. It’s as if most cryonicists live only in the present, looking forward to a future exclusively of their own imagining, with just a dim halo of memory extending, perhaps 5 years back, at most.

A few days ago, I had my nth practical example of that. I was contacted by some people interested in establishing cryonics Elsewhere. One of the interesting (and depressing) things they had been told by “cryonics people in the US,” was that it was a “good idea to establish companion for profit and non-profit organizations” to carry out the various functions of the cryonics undertaking with minimal liability.


Maybe that is the best system, but if it is, there is no evidence I know of to support it, and substantial empirical evidence to refute it.

This is an edited version of my response t0 that recommendation:

“I can only tell you what I have observed here over and over again. Maybe you can figure a way around it, or maybe you won’t have the same problems in the first place, owing to cultural differences. I just don’t know.

You will notice that all of the cryonics organizations in the US consist of fully integrated providers. Suspended Animation is the (recent) exception. What’s remarkable about this situation is that it is the polar opposite of what all of us intended when we started cryonics operations here (myself included). There were always paired for profit and not for profit companies, and for just the reasons you’ve stated. CSNY & Cryo-Span, CSC & Cryonic Interment, BACS & Trans Time, IABS & Soma, Cryovita, Manrise & Alcor… And yet there are only single entities around today. Why?

I do not know about your local law, but in the US, it is forbidden for non-profit organizations (NPOs) and for-profit corporations (FPCs) to have interlocking directorates. In fact, it is generally prohibited for corporations related to, or doing business with each other to have interlocking directorates, unless one is mostly or wholly owned by the other, regardless of their status as FPCs, or NPOs. The reasons for this are many and are deeply rooted in corporate law, but mostly can they be reduced to “conflict of interest” issues. In the early days of cryonics, this ban on interlocking directorates was flagrantly disregarded. The inevitable result was that the FPCs completely dominated the NPOs. In fact, FPCs used the NPOs as a convenient shill for doing all the things that were unprofitable, risky, or otherwise not desirable, such as being stuck with the open-ended custody of the patient!

While the initial reason for this was the use of the Uniform Anatomical Gift Act (UAGA) to accept the patients, the eventual reason for it became (obviously), proprietary interest. People in the FPCs got paid for their work (usually in shares in the FPC) and people in the NPO didn’t – couldn’t, in fact. Valuable work, work that would earn shares, got done by the FPCs, and everything else got shuffled off onto the NPOs. You can actually  see this happening at the time, if you take a look at the issues of “Life Extension”/”Long Life Magazine” on the CryoEuro Wiki, because people didn’t talk about BACS, they talked about Trans Time… And where the reward, or the potential for reward exists is also typically where all the time, attention and money will flow.

Eventually, as visibility increased, the state began to menace, and the directorates were fully separated. That’s when all hell broke loose! The people running the NPOs had to be disinterested directors, and they did not stand to make money (or shares), or gain in any way from giving advantage to the FPCs. Contracts, fee increases, and all the other “taken for granteds” between the FPCs and NPOs were now up for debate and consideration. And since they were now two truly separate organizations, jealousy, resentment, and plain old proprietary interest and territoriality took over.

I pretty much thought the FPCs would win, primarily because they did have that huge advantage of proprietary interest on their side. But what I hadn’t figured on was the patients! The NPOs had control of the patients; and it was with the patients that the real loyalties ultimately rested. TT and BACS pretty much destroyed each other. In the case of Alcor, Alcor prevailed, and in the case of CI, well, there was never an issue in the first place, since CI was always an integrated operation. And yet, why this happened remains a mystery to many, even to those who have put some effort into finding out what happened.

In a large, diverse and robust marketplace, commercial service providers servicing NPOs could possibly work. SA may be the first of these, but only time will tell.

However, while cryonics is small and not subject to normal market forces, the two organizations model has not been proven workable. It becomes particularly vicious when there is only one service provider and one NPO, but totally different directors (as the law here requires), because then it becomes like a long-married couple who hate each other, but because of children, fiances and other reasons, cannot divorce. Far from creating the checks and balances it was anticipated to, this set-up created a state of gridlock and animosity. Ultimately, it degenerated to people on both sides screaming that the other was trying to screw them. And since they couldn’t stop dealing with each other and go to the “competition,” it just ground on until there was little or nothing left. That is, in fact, in significant measure, how Alcor was reborn.

Finally, you will encounter this problem: the FPC will be absolutely essential to the NPO, because the FPC will hold all the assets for delivering the up-front (immediately legally riskiest) part of cryopreservation (CP). They will own the equipment, employ the people, own the vehicles…. So the NPO eventually finds itself not just held hostage to FPC , but at risk if the FPC screws up.

I’ll give you a highly personal example. I was a major shareholder in Cryovita, the service provider to Alcor, but Jerry Leaf held most of the shares. Alcor relied on Cryovita completely for rescue and perfusion and there were no alternative service providers available – none. Alcor didn’t own so much as a cannula, or a set of scrub clothes. Cryovita was a shares corporation and the shares were distributed in a complex and potentially problematic way. It seemed possible that if Jerry were to suddenly experience medico-legal death, that the continued smooth functioning of Cryovita could be at risk of being disrupted. That became one of several causes of a major split between Jerry and I, because I realized, as President of Alcor (which I was, at that time), that if Jerry dropped “dead,” Alcor’s ability to deliver CP could be at risk of disruption. Alcor didn’t have cash lying around to go buy all the required equipment in a hurry! It had taken Jerry and me many years to patiently accumulate it, and to do so at well below market rates.

But it was worse than that, because over the years, Cryovita had generated patents, made exclusive agreements, and otherwise done all kinds of normal business things that corporations do. The problem was, all that “stuff” was also needed and used by Alcor! So, I began acquiring those same capabilities for Alcor, which was, of course, a costly duplication of capital equipment and it caused a feeling of resentment in Jerry/Cryovita.

So, what actually happened when Jerry did have a heart attack and was CPed? Well, exactly what I thought might happen, but in a way I never could have imagined. Cryovita did split from Alcor (kindly selling Alcor some of the most critical assets Alcor needed to stay in business), but the people who took Cryovita away were Kathy Leaf (Jerry’s widow), Saul Kent, Paul Wakfer, Brenda Peters and myself – the very people who had been the most ardent advocates of Alcor for so hard and long.

What happened to Cryovita? Well, it morphed in various ways, but today it is known as 21st Century Medicine!

Naturally, this version of events will be strongly biased by my point of view, so I would suggest you ask others and check it out for yourself. Look at the back issues of “Life Extension” and “Long Life” magazine on the CryoEuro Wiki to get a feel for the “Trans Times” of the 1970s and ’80s. Jim Yount, John Day and especially Frank Rothacker of ACS, may also be able to provide you with valuable perspective.”

My guess is that almost all of the newcomers to cryonics over the past decade, or so, have not read any of Steve Harris’ essays. And they clearly know little of the actual history of cryonics, let alone have any distillation (regardless of the direction of its bias) of what is important in that history to remember and act upon.

If you Google “history of cryonics” this what comes up on the first page (and subsequent pages offer no greater resources). Ben Best’s article is actually the most popular (longitudinally). It’s a fine, bare-bones factual narrative. But it is bloodless and lesson-less; it provides no instruction for others striving to create cryonics without recreating our errors. [I want to be very clear here that this is not a criticism of Ben's article: it was not written to be a tutorial on the lessons to be learned from the history of cryonics.]

What makes history both “teachable” and “leanable” is the humanity of it. We are, as Campbell so eloquently said, “story creatures”; we learn through guided narrative informed by the power of the mythic. BACS, TT, CSNY, Cryo-Span, Alcor, Manrise, CI, these entities were created by individual people for very personal reasons, as well as for the visible and easily understood public ones. Most contemporary cryonicists seem to recoil from any consideration of the “messy” and “untidy” aspects of the personal motivations and dynamics that drove (and drive) organizations, in and out of cryonics. And yet, that’s where a lot of the most important reasons and answers are to be found that will lead on to successes, or doom us to repeated failures.


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Freezing People Is Easy Tue, 08 May 2012 03:59:06 +0000 chronopause Continue reading ]]> Clockwise: Owen Wilson, Paul Rudd, Kirsten Wiig, Christopher Walken, with Errol Morris in the center.

By Mike Darwin

Sometime in the next few months, it seems likely that Director Errol Morris’ take on Bob Nelson’s account of the cryopreservation of James H. Bedford, We Froze the First Man, retitled Freezing People is Easy, will go into production. The title is at once sarcastic, brilliant, inspired and accurate, because, as readers of Chronosphere already (should) know, freezing people is anything but easy. While there have been many movies made that touch on cryonics, use it as a plot element, or even rely on it  as a major enabler of the story, this will be the first film about cryonics. It is, of course, quiet possible for a film about  cryonics to be good – even great – and still be bad for it. This film offers substantial possibilities for both of those elements to be in play.

Perhaps the most important thing to beware of is that the script is not based solely upon Nelson’s heavily (positively) biased and often inaccurate memoir, but also upon the searingly acerbic episode of Ira Glass‘ popular Public Radio International (PRI) radio show, This American Life (full program at this link). What’s more, Glass is also a co-producer of Freezing People is Easy. It is possible to listen to the This American Life episode, entitled Mistakes Were Made, and forget the context in which it was aired on PRI – as part of a series of pieces on scumbags in public life who refuse to take responsibility for their bad acts.To know that this so, one has only to read this excerpt from the review of that broadcast by cryonicist, author and social psychologist Ronald G. Havelock, published in the May, 2009 issue of  Long Life, the news organ of the Cryonics Institute/Immortalist Society:

“First of all, I think we should absolve Nelson of blame for what happened. This poor
man was struggling with a task which was way over his head. He deceived himself, as
others have before and since, with the notion that many people would flock to cryonics
once they realized that it had a real possibility of working. he greatly underestimated
the length of time it would take for cryonics to become popular. We are still
waiting. More importantly, he also greatly underestimated the basic requirements for
making it work, the first of which is to have an adequately funded and competently
staffed facility with the ability to maintain itself over long periods. I think he gambled
that, something like that mythical ball field, if he started it and had real capsules
filled with liquid nitrogen, they would come. Those who actually came, including the
famous Dr. Bedford, came with hope and desperation in their hearts but they came
empty-handed. How could they imagine that this service would be free? Simply put,
they took advantage of this man, and he returned the favor by promising much more
than he could possibly deliver.” [1]

It is also possible to forget that, first and foremost, Errol Morris (The Thin Blue Line, The Guardian, The Fog of War: Eleven Lessons from the Life of Robert S. McNamara: center photo in montage above) is a documentarian with a clever, often indirect, but always ruthless approach to making film show the truth and expose hypocrisy.

Zach Hem authored the script and while his narrative talent might be questioned on the basis of his botched effort in Mr. Magorium’s Wonder Emporium, he also wrote the script for the 2006 film Stranger Than Fiction, which is a surprisingly intellectual meditation on life, death and the power of the mundane to make life worth living. Helm’s take on Nelson and Chatsworth should be especially interesting, because his perspective in Stranger Than Fiction and Mr. Magorium’s Wonder Emporium suggest he may favor the intrinsic value of the individual life; the issue which makes or breaks a viable approach to a “cryonics friendly” perspective in any work of art.

 Somehow I doubt it though, and the casting of Paul Rudd (CluelessAnchorman, Halloween: The Curse of Michael Myers, The 40-Year-Old Virgin, Knocked Up, Forgetting Sarah Marshall, Dinner for Schmucks) to play Nelson does nothing to reassure me. It has also been reported that Owen Wilson and Christopher Walken are on-board – one wonders what their respective roles will be; Norman Bedford and Robert Prehoda?  Or perhaps Walken will play Bob Ettinger? If, as rumored, Saturday Night Live’s Kristen Wiig also joins the cast, will she play Nelson’s then wife, or the author of We Froze the First Man, Sandra Stanley, to whom Nelson was confiding the details of Dr. Bedford’s cryopreservation and with whom he was reportedly having an affair at that time?

The book is rich in characters familiar to those with any history in cryonics: Saul Kent, Curtis Henderson, Bob Ettinger, Robert Prehoda, Dick Jones (aka Dick Clair), Dante Brunol, MD, Stella Gramer…and many more. It should be a fascinating exercise to see which, if any, of these supporting characters makes it into the film by name, or in a clearly recognizable way.

But will Freezing People is Easy get made, and if so, what will be its fate? Cryonics has been around for 50 years and attracting international attention for almost all of them. Thus, it should come as no surprise that there were two previous efforts to make movies where cryonics was the subject of the film, most notably, a film of Norman Spinrad’s darkly comedic and politically (left) loaded science fiction novel, Bug Jack Barron. For over 30 years, there were regular reports from the Hollywood intelligentsia (an oxymoron, I know) that Bug Jack Barron was to be made by Universal Studios, directed by Costa-Gavras, with the script written by Harlan Ellison. The story of why Bug Jack Barron never made it onto film has the same bizarre, cursed and insane quality to it as does the history of cryonics itself.

The story of why Thomas Berger’s (Little Big Man) novel Vital Parts never made it into production is even more tragic,  and the links with cryonics go deeper. The first go-round at Vital Parts the movie, was in 1971, with a when director Hal Ashby (Being There Harold and MaudeThe Landlord and Let’s Spend the Night Together ), with Walter Matthau was slotted to play the principal character in the novel, Carlo Rheinhart (a long running character of Berger’s whose middle aged make over in this novel was reportedly inspired by Bob Nelson), the loser in the midst of a mid-life crisis who is seduced into involvement in the bizarre world of cryonics by the seemingly transtemporal Bob Sweet – a man from Rheinhart’s distant past who seemingly knows too much to be merely human.

Berger had visited the Cryonics Society of new York (CSNY) repeatedly to gather background information for his book, so it is no accident that a Mr. Softy ice cream  truck features prominently in the novel; Gillian Cummings (aka Beverly Greenberg), who was later to die tragically in the CSNY facility, drove a Jolly Tim’s ice cream truck to help pay the liquid nitrogen bills for her father, Herman Cummings (aka Herman Greenberg). And it is also probably no accident that the creepily mysterious bob Sweet shares the same last name with on the most prominent cryonics patients of the time; the liberal (“negro rights”) activist Marie Phelps Sweet, later lost at Chatsworth, along with the other Cryonics Society of California (CSC’s) patients who were also in the custody of Bob Nelson. Matthau’s son, and the apple of his eye, Charlie Matthau, was later to become a signed up, bracelet wearing cryonicist who was condemned to watch his father die by inches while doing everything in his power to both keep him alive (he kept portable defibrillators in his father’s home, car and work places) and unsuccessfully persuade him to make cryonics arrangements.

Left to Right: Walter Matthau, Charlie Matthau and Hal Ashby.

The next go round at turning Vital Parts into a movie was in 1987, with the irascible, reclusive and heavily drug abusing Ashby trying to make a comeback from his exile to television with another important, quirky film. This time Danny deVito had been recruited to play Rheinhart, and, in an inspired bit of casting, Gene Hackman had agreed to play Bob Sweet. During a meeting between Ashby and the producer Jerome Hellman to discuss finalization of the production of Vital Parts, Hellman became aware of what appeared to be “traveling phlebitis” in Ashby and shortly thereafter actor Warren Beatty became aware of Ashby’s symptoms, ultimately resulting in Ashby’s seeing an oncologist who diagnosed him with pancreatic cancer, from which he subsequently died in December of 1988.

The two other films which feature cryonics as cryonics (e.g., medical time travel) are screenwriter Mark Andrus’ and director W.D. Richter‘s  1991 Late For Dinner; a treacley, train wreck of a film which reviewer aptly described as a film “so meticulously scrubbed of what we generally think of as entertainment value that the result is mostly a quirky, dawdling snooze,” and the truly, irredeemably awful 1985 film Stitches, starring the late Eddie Albert, Parker Stevenson, Geoffrey Lewis, and Brian Tochi. Oh yes, and I almost forgot to include the garbled and largely incoherent Vanilla Sky (starring Tom Cruise and Penelope Cruz) by the otherwise brilliant director Cameron Crowe, of which Stephan Zacharek of said: “Who would have thought that Cameron Crowe had a movie as bad as Vanilla Sky in him? It’s a punishing picture, a betrayal of everything that Crowe has proved he knows how to do right….But the disheartening truth is that we can see Crowe taking all the right steps, the most Crowe-like steps, as he mounts a spectacle that overshoots boldness and ambition and idiosyncrasy and heads right for arrogance and pretension — and those last two are traits I never would have thought we’d have to ascribe to Crowe.” While I am no superstitious mystic, the ill fated bad luck attached to cryonics – in an out of film – makes me want to shout out a warning to all and sundry involved with Freezing People Is Easy, to “Run as far and as fast from the project as you can for both your personal and professional lives.

Any way you look at it, the film promises to be a deep wallow in black comedy. That’s normally a genre I really appreciate, and often enjoy. This time, I’m not so sure. Robert F. Nelson (aka Frank Bucelli) is a bad man – a man who did enormous damage to cryonics, but more importantly, to the lives of the many people he defrauded and destroyed; not the least of which are the 10 cryonics patients whose loss were a direct or indirect result of his actions.  It is probably too much to hope that Helm’s and Morris’ effort could be as dark and well executed a black comedy as Peter Berg’s Very Bad Things, which Roger Ebert aptly summed up as not “a bad movie, just a reprehensible one. It presents as comedy things that are not amusing. If you think this movie is funny, that tells me things about you I don’t want to know.” That’s the movie that should be made about Nelson. The question is, should it be a movie, let alone the first movie, made about cryonics?


[1] This statement is so wrongheadedly stupid on so many levels, it is hard to know where to begin in critiquing it. A good place to start would be by noting that Dr. Bedford hardly came “empty handed” to Nelson, or to cryonics. Instead, he came bearing $250,000 1967 US dollars ($1,714,832.83 in 2012 dollars) all of which was subsequently spent on his cryopreservation. It should also be pointed out that the majority of the families of the patients lost at Chatsworth, and at the Cryonic Interment facility on the East Coast (as well as some of the patients themselves), paid exactly what Nelson asked of them at the time: $10,000 to $15,000 in ~1973 US dollars, or $53,099.29 in 2012 dollars; substantially more than what the Cryonics Institute now charges for whole body cryopreservation today. Finally, this statement neglects the finding of the civil court that found Nelson guilty of fraud and for “intentional infliction of emotional distress.”

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Dr. Crippen on Mr. Darwin* Sat, 05 May 2012 07:44:49 +0000 chronopause Continue reading ]]> By introduction, I am Dave Crippen, MD, Professor of Critical Care Medicine and Neurological Surgery at the UPMC Medical Center in Pittsburgh. Some of you may know me. I’m the moderator for 18 years duration of CCM-L, the International Critical Care Internet Group (~1000 members).  If you ask almost anyone in the in critical care medicine global village, they probably know me, or know of me.


I have followed the saga of Mike Darwin beginning back in the day of Usenet where Mike maintained a cryonics list. I came upon this list while “surfing the ‘net” and found his editorials interesting. I wrote him an idle question and he wrote back, initiating a sixteen-year roller coaster friendship.

Now in 2012, I hope to make some observations from one who knows him intimately (not too intimately).

18 or so years ago, none of us could have predicted where the miracle of the Internet would take us.  Would any of you have believed ago that many global health care providers would have embraced a hard-core cryonicist as an authoritative voice in medicine?  By “embraced”, I mean they all hang on his every word.  Back in about 2000 they all took up a collection to purchase him a new computer to keep him on-line. Small denomination money came in from all over the world.

Because of that miracle, Mike has most assuredly entered the arena of “legitimate” medicine more than any of you can imagine.  Certainly more than anyone in the self-limiting field of cryonics.  His writings enjoy wide readership among working physicians and health care providers. He has contributed to several articles in a world-class clinical journal “Critical Care” with a journal “impact rating” (lots of clinicians read it) near the top three Critical Care journals in the world.

But it wasn’t an easy task.  As most of you know, Mike is a very unusual person on almost every level. I’ve known him for a very long time and I’ve seen the patterns emerge and descend in his life and I think I know him better than most, if for no other reason than he doesn’t keep friends long.  Like many of the rest of us, Mike has very potent talents combined with demons that keep those talents from wide expression.

Mike’s passion is what most physicians consider the pseudoscience of Cryonics, and he lives for little else. It is his passion and his obsession. At some point years ago, he reached a point in his life where his demons fully expressed themselves and he burned many bridges to those doing administrative and research Cryonics. To this day, those factions exclude him from those activities.

So for a few years around the turn of the century, he didn’t have lot to do with his time. Mike decided that he liked conversing with the members of CCM-L because it allowed him to pontificate about science and other things in life, and all always enjoyed his missives. As time progressed, he got more involved in Cryonics again, and slowly withdrew from CCM-L.

As a practical matter, his baseline default is to be culturally and socially isolated and he seems to be at home there. He works hard to maintain that isolation. He has an extensive history of effectively burning bridges over issues that could probably be resolved with even rudimentary diplomacy; an alien concept to him.

Over the years I have tried to understand why former friends and colleagues so relentlessly exclude him.  Conversations with some of them wondering why his strengths cannot be mined as his (perceived) shortcomings managed. The universal answer is that his (perceived) shortcomings have the capability of being so malignant that they are either afraid of him or any potential benefit isn’t worth the effort.

But Mike is an authentic Genius in Aspic (my term).  He chose to pursue a course of science that: 1. Limited his colleagues to a relatively small culturally isolated group, and 2.  Almost completely excludes him from many of the goals in life he would like to have in a perfect world. He is a genius trapped in Aspic and the “Richest Man in Bogota” ( H.G Wells).  His formidable talents are trapped.  Had he chosen to pursue righteous scientific disciplines, he would be mentioned in the same breath as Feynman.

My role in all this was to try to keep him visible to (for want of a better term) “traditional” science by keeping doors open for him as a writer in the literature of and speaker at meetings attended by scientists of the real world that righteously excludes Cryonics. To some degree, I have been successful in that endeavor, but it hasn’t been easy. Mike’s boundless energy, enthusiasm and confidence is pretty much limited to Cryonics, for which he writes extensive blogs and argues endlessly with critics thereof. His interest in mainstream science has dwindled, and that includes the mainstream scientists of CCM-L, for which he hasn’t much time or energy or interest in being a part of.

I’ve seen this coming for a while which is Why I chose to compile a history of his contributions to CCM-L for posterity. His response was that this volume was a waste of time and of no value to anyone, which is completely in character. I find it curious that this volume is the only book ever written about him that is complimentary.  He rejected all this and quickly evolved attempts to divert or stop altogether any involvement in these projects.

OK, he can be hard to get along with and he can be abrasive and irritating and emotional. We deal with these types with surgeons all the time, but if their benefit exceeds their detriment, we simply manage them more effectively.  Darwin is an authentic genius with a passionate and encyclopedic knowledge of medicine and science. There isn’t enough gold in Ft. Knox to buy that. It’s a gift from God.

I will tell you that I continue to use my influence to get him further inducted into the global medical community because I sincerely believe he is a valuable resource. He’s honest to a fault, beyond intelligent, has impeccable scientific integrity, works hard and has uncanny ability to communicate complex concepts to an eclectic audience. For those reasons, he has the potential to get the ear of clinical medicine.  He has great potential as a writer for medical subjects, and speaker at international meeting. Mike sitting in a 2 X 4 shack in Arizona spending his days grooming the surrounding desert is a waste when his knowledge base and communication abilities have such potential benefit to science.

There is a window of opportunity here to re-think former misadventures in terms of the current needs of science and medicine. The world evolves and we all need to evolve with it, or we’ll become extinct. Mike needs to evolve to something other than lethal or self-limiting iterations.  Who knows, he may be the ticket infiltrating the legitimacy of Cryonics in the global medical community. Weirder things have happened. We, in clinical medicine, learned long ago that the mission transcends personal problems. We learn to manage them better to facilitate a greater good.

*If you are British, yes, he is related to that Crippen, and no, I’m not related to that Darwin.



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Cryonics: An Historical Failure Analysis, Lecture 2: Inherent Failure Mechanisms and Risks, Part 3 Sun, 29 Apr 2012 11:09:45 +0000 chronopause Continue reading ]]>



Alcor had achieved an exponential rate of membership growth by the time Jerry Leaf was cryopreserved. Since that time, there has been only modest growth of membership and in fact, in the years since 2007, membership growth has flattened.


The growth in the patient population has been similarly stunted with almost all increase being due to the cryopreservation of members, rather than at-need cases. The time when Alcor selected the highest quality at-need cases and delivered state-of-the-art care to those patients has now become a dim memory and, with one exception, the staff at Alcor has no experience with cases where immediate CPS, followed by prompt extracorporeal support, proceeded smoothly and without incident.

While it is easy to see the risks associated with at-need cases, particularly in the absence of careful vetting and strict adherence to predetermined (and protective) acceptance criteria, it is not so easy to see the even greater cost of foregoing them.

The quality of any complex procedure, medical or otherwise, is directly dependent upon the amount of experience staff have in doing it. Even highly trained and skilled personnel benefit from the experience gained by doing large numbers of cases. In fact, in medicine it has been a consistent finding that outcome in terms of morbidity and mortality in areas as diverse as open heart surgery, radiation oncology and HIV management improves steadily as a function of the number of procedures performed, or cases handled annually. The benefit of an increased case load is even more pronounced when the transition is made from a few cases per year to a few dozen per year, or more.

Absent a case load that keeps the cryopreservation team continuously busy, the only way to maintain even a semblance of competence is to carry out a program of animal research using a survival model that employs the same equipment, facilities and procedures that are employed in human cryopreservation cases. Absent this kind of day-in, day-out experience, it becomes impossible for staff to remember (or even know) where supplies are, how to calibrate, operate and troubleshoot equipment, and just as importantly, how to work together cohesively as a team.


The person leading that team and directing that research must be a competent and motivated „mountain climber‟ – otherwise the work will be a meaningless and gruesome exercise that achieves nothing but the demoralization of those participating in it.



Medical malpractice is a pretty common thing and as we have seen iatrogenic deaths are commonplace. That this is so, given the extensive training and mentoring physicians receive, should give us pause for thought. To become a General Practitioner in the UK or the US requires 12 years of postgraduate training. That is a huge commitment in terms of both time and money and it requires substantial motivation over and above the likely financial returns (in the UK or the US). This level of training and commitment act as a human filter – effectively removing many people who are not suited to the task of being physicians either as a result of „defects‟ in temperament or due to lack of intellect or skill.

However, this slide is misleading in that most of the real filtration has already taken place before a student enters medical school, or perhaps I should say more appropriately, is accepted to medical school. Roughly 95% of those who score well on the MCAT (Medical College Admission Test) or the UKCAT (UK Clinical Aptitude Test) and are subsequently admitted to medical school will finish it! Most of the separation of the wheat from the chaff takes place as a result of the MCAT/UKCAT scores and during the admissions process when the complete academic and behavioral profile of the candidate is evaluated.


What this means is that in practice only about 0.01% of the ~12% of graduating secondary school students who say they want to become physicians actually do so. Yet despite this high degree of selection and the extensive and costly training that follows, iatrogenesis is still a leading cause of death in both the UK and the US!

The implications of this for cryonics are pretty straightforward, although still hard to comprehend. In fact, most cryonicists simply refuse to believe what is on the previous slide and the 5 slides that follow.


All of these errors have occurred in the period of 1991 thru the present. Some, such as reversing the arterial and venous bypass lines or pouring sterile perfusate into a feces soiled container before perfusing it through a patient defy understanding even when it is accepted that they actually took place.


As we’ve just seen, as is the case with iatrogenic errors in medicine, mistakes happen even when practitioners are highly trained and carefully vetted. Without exception all of the well respected and highly qualified critical care physicians and surgeons whom I’ve known well have told me that in the course of their careers they made errors that cost patients their lives or resulted in serious and lasting morbidity. Indeed, I’ve made mistakes in caring for patients – the most serious of which involved errors in judgment that resulted in extra minutes of exposure to warm ischemia. In hindsight, both of these errors were easily avoidable by the simple expedient of insisting that reliable, trained cryonics organization personnel stay with the patient continuously after the start of Standby – regardless of how uncomfortable or problematic that might be for the family so long as our ability to provide Standby for the patient was not compromised.


The issue here is not that errors were made, but rather the underlying reasons, the frequency and the repetitiveness of the errors. Because of the enormous surface tension of water any air bubbles present in blood that are larger in diameter than the capillaries act as obstructions, or emboli. Thus, any air introduced into the arterial circulation of a patient receiving extracorporeal treatment will result in blockage or embolization of the arteries supplying the tissues with blood. Depending upon the amount of air and the area it embolizes, “pumping air” will result in either serious injury or death.

There is an old saying amongst perfusionists: “There are two types of perfusionists: those who have pumped air (into a patient‟s circulatory system), and those who will.” Particularly in the days before microbubble detectors with automatic interrupts to shut down flow and clamp the line supplying blood to the patient were developed and put into universal use, it was typically only a matter of time until any given perfusionist made a mistake that resulted in air being perfused into a patient. This might happen once in the course of a 20 year career during which time thousands of patients would have been perfused for an aggregate of tens of thousands of clinical hours.


It should also be understood that this aphorism includes incidents where introduction of air into the patient‟s circulatory system was arguably unavoidable. Here I‟d like to speak from personal experience. For about 8 years I was a hemodialysis technician both in the outpatient and acute care (ITU) setting. During that time I „pumped air‟ once. In this photo you see me doing hemodialysis in 1978 in Indianapolis, IN.

Microbubble detection equipment was available at that time, but not used at the institution where I worked. If you look at the schematic of the extracorporeal circuit used in dialysis you‟ll note that the leg of tubing connecting the patient‟s arm (artery) to the pump will be under negative pressure with respect to the atmosphere. In order for ~250 ml/min of blood to be withdrawn from the small caliber radial artery it is necessary to “suck” on the vessel. A consequence of this is that if there are any holes – even ones too tiny to see – in the tubing between the artery and the pump raceway air will enter. The dialyzer is inverted to serve as a bubble trap and there is yet another bubble trap before the blood is returned to the patient.

However, in the event the breach in the tubing is very small the resulting bubbles are microscopic and remain suspended in the blood even as it passes through the dialyzer and the bubble trap. Fortunately, in dialysis, we are returning blood to the venous circulation as opposed to the arterial circulation and that means that we have another safety feature – an air bubble filter in the form of the lungs. In the case I‟m discussing here there was a manufacturing defect in the arterial tubing set such that where the blood conducting tubing from the patient was joined to the pump raceway there was an incomplete seal. While the defect was invisible to the eye it was of sufficient size to allow the creation of a steady stream of microbubbles.

Approximately an hour into the treatment my patient began to complain of back pain and shortly thereafter shortness of breath (SOB). I rechecked the composition of the dialysate (blood washing solution) and checked the integrity of the circuit and found nothing amiss. However, as the back pain and SOB increased in severity I became extremely concerned. I realized that these were symptoms of micro-air embolism and I got a flashlight and carefully examined the tubing carrying blood back to the patient.

There was a barely visible fine whitish line at the top of some of the tubing. This was an accumulation of microbubbles that had risen to the top of the blood flowing through the tubing. The patient was immediately removed from the machine and recovered uneventfully and with no lasting harm.

Interestingly, it took the deaths of two patients from air embolism at that institution before ultrasonic air bubble detectors were purchased and added to the dialysis machines.


At left is the Travenol RSP dialysis machine that I began my career with and at right is a contemporary, highly automated hemodialysis machine. There are bubble traps on both the arterial and venous legs of the circuit and, of course, sophisticated ultrasonic microbubble detectors which will shut down the pumps and clamp the lines in the event air in the blood is detected. Additionally, these machines mix the dialysate in real time and ensure it is safe, calculate and implement water removal from the patient and otherwise carry out a myriad of tasks we never dreamed would be possible to „automate‟ in 1978.

Most of these advances came at the price of injury or death to patients who were treated with earlier generations of less sophisticated equipment. In 1978 universal chronic hemodialysis was only 6 years old in the US and I worked in one of the pioneering units making the treatment available to hundreds of patients who previously would have died. While some of the errors and shortcomings of that program were avoidable – many were not – they came as part of the price tag for implementing a then new and demanding technology on a scale previously undreamed of.


I understand errors and I understand their increased frequency and probable severity when implementing any complicated new technology. However, that is not the kind of failure I‟m talking about here in cryonics. The errors listed in these slides are not occasional but rather have become routine. Many are so base that they rise to the level of uncaring negligence.

Consider, for example, the case where a patient frozen to dry ice temperature was removed from dry ice storage and packed in water ice for air shipment to the cryonics facility because of airline restrictions on the amount of dry ice that could be used to refrigerate the patient in transit. Obviously, the patient thawed out before arriving at the cryonics facility and had to be refrozen. That means that tissue ultrastructure that was compressed and fragmented by initial straight freezing (but ostensibly locked in place by ice) would be returned to an aqueous and diffusible state – indeed a state characterized by intense fluid turbulence and “stirring” as concentrated pools of electrolyte diffused and re-equilibrated with the large masses of nearly pure water created by melting ice crystals!

When “average” cryonicists with no technical background or training are told that an “experienced” cryopreservation team leader took a patient out of dry ice and packed him in water ice they are uniformly appalled. Most cannot even understand how or why such a decision would be made by anyone, let alone a highly experienced cryonics caregiver. The same is true of many of the other errors just discussed.

But what is perhaps most shocking and seemingly inexplicable is the complete absence of any visible emotional reaction to these errors. When I discovered microbubbles in the venous return line of the patient I was dialyzing I had an immediate and strong reaction of fear and anxiety bordering on terror. Was the patient going to be all right? Had any permanent harm been done? Next came a wave of dread and worry that I had not delivered good care. Was there something I could have or should have done to prevent the injury to the patient? Could I have detected the problem sooner and acted to prevent some of the pain the patient experienced? With years of experience in medicine I’ve come to understand that this kind of emotional response is both normal and healthy. Strong feelings of discomfort in such situations are an essential part of not repeating the error. This empathetic and self critical emotional response to iatrogenic events seems to be completely absent in an increasing number of cryonics caregivers.



As it turns out, I was not alone in having noticed this phenomenon. Aschwin de Wolf, then employed at Suspended Animation, Inc. in South Florida, was observing the same kind of behavior in a range of settings within the cryonics community. We both found it puzzling to the point of incomprehensibility that people who were delivering care to cryonics patients, in some cases medically trained professionals, could be so indifferent to errors that would, in a conventional medical setting, be career ending or at very least result in costly and traumatic litigation.

This phenomenon was most pronounced in non-cryonicist medical and technical professionals who had been hired to deliver care to cryonics patients. Superficially these individuals seemed to be competent and caring, but a closer examination revealed this to be anything but the case. This was especially surprising to me because I had hired and worked with non-cryonicist medical professionals in the past and had never encountered behavior even remotely like that which Aschwin first identified. In my correspondence with Aschwin I likened such individuals to the “Pod People” in the novel and films Invasion of the Body Snatchers.


While we speculated as to the possible motivation such people might have in becoming and remaining involved in delivering cryonics services (financial gain aside) we did not have to speculate as to what constituted a “Pod Person” in cryonics.


I want to credit Aschwin with first articulating most of these characteristics. He put into words things which I had observed myself, but had not fully understood and he identified a number of traits which I had not (at that time) observed myself. Since he was a cryonicist and he was in intimate contact with a culture of non-cryonicist “employee professionals” he was uniquely situated to observe and understand what was going on.


What he discovered was that people who are not cryonicists, and who are not selected and mentored to hold the values of people who are, behaved with uncaring indifference towards their patients. Not infrequently they actually held cryonicists in contempt considering them “chumps” or “fools” who are tilting at windmills while being consumed with an unnatural and cowardly fear of death.

It seems likely that these people are, in effect, recruited from and filtered out of the larger population of caring and empathetic health care providers and professionals. Absent a cohesive program of instruction and mentoring coupled with meaningful and results-driven day to day activity it would be difficult for anyone, cryonicist

or not, to remain engaged and committed to such a job. More to the point, few if any truly competent and caring persons (professional or otherwise) would accept and remain in a job where there was no “real” day-to-day work, no leadership, and no sense of mission or accomplishment. The kind of people who stay in such a position – especially given their active contempt for their employers and patients – are not psychologically healthy and are certainly lacking not only in compassion, but in work ethic.

Such “sterile” cryonics service operations led by people who lack vision, passion and commitment to cryonics themselves become highly efficient recruitment facilities for individuals who are, at best, borderline sociopaths.


In considering the history of cryonics it became all too apparent that the existence of Pod People was by no means a new phenomenon. As many people in cryonics over the years have observed, cryonics is a magnet for frauds and charlatans. Important extensions to that observation are that the majority of these individuals are also sociopaths and that they are routinely placed in positions of power by cryonicists and cryonics organizations.

This was true in 1966 when Robert Nelson arrived on scene and it has remained the case over the course of the subsequent four decades. The Olga Visser episode is only the most public of many, many other situations where deeply disturbed or frankly sociopathic individuals have been placed in positions of power and authority in cryonics, often within weeks or months of arriving on the scene!

Charles Platt chronicled the Visser saga very well:, and I excerpt it only briefly here:

On October 9th, 1995, readers of the sci.cryonics Usenet news group found themselves confronted with a strange report quoted from the South African Sunday Times. Supposedly, a 37-year-old cardiovascular perfusionist named Olga Visser had developed a new cryoprotectant that would enable human hearts to be frozen with virtually no damage, opening up exciting possibilities in the field of transplants, where organs usually have to be utilized within several hours after removal.

According to the Times Ms. Visser had started her cryoprotectant research two years previously when she helped to establish a heart-valve organ bank. Since valves can be cryopreserved using DMSO, she saw no reason why she shouldn’t be able to freeze whole hearts as well. Undeterred by her lack of knowledge of cryobiology, she consulted some experts, read some journals, and formulated her own cryoprotectant.

When she applied it to a pig heart, she reported “no damage” after the heart was rewarmed from liquid nitrogen. She described similar success with human heart tissue. Finally, “a rat heart was frozen, unfrozen, and then warmed by a special process–and started beating.

On September 8th an astonishing press release was issued jointly by Robert Ettinger, president of The Cryonics Institute (CI), and Steve Bridge, president of Alcor Foundation. Apparently Ettinger had been in discreet contact with Ms. Visser earlier in the year, had satisfied himself that her work was genuine, and then contacted Alcor.

The two groups formed an unprecedented secret alliance, contributing money to Ms. Visser’s research and ultimately flying her to Alcor’s facility in Scottsdale, Arizona. From August 30th through September 4th she demonstrated her experiment to Ettinger, Bridge, and several officers and directors of Alcor. She also gave CI and Alcor an exclusive license to use her present and future technology for cryonics applications.


Ultimately, Visser was shown to be at best a misguided incompetent, and at worst a calculating con artist. When her „novel cryoprotectant‟ was put to an objective test at Alcor‟s facilities in February of 1997, it failed utterly to protect rat hearts against freezing. The net financial hit cryonics, including licensing fees paid to Visser, air fare, equipment purchases, and contributions to support her research was estimated by Alcor‟s then President Steve Bridge to be ~ $50K. Charles Platt sums it up aptly:

Olga Visser’s brief passage through cryonics could still turn out to be a positive, salutary event if it reminds us to be more circumspect in the future. The next time a character out of a Heinlein novel turns up with a secret formula to fix our deepest fears, we may be a little less willing to pay cash for the recipe. We may even be a little more tolerant of the smart-asses who insist on reminding us that death is not an easy adversary, human biology is infernally delicate and difficult to preserve, and scientific rigor is a fundamental necessity, not a tiresome detail.


Why this happens is not much of a mystery when it is examined in the context of other disciplines that command power over and control of peoples‟ lives. Medicine is not more overrun with psychopathic quacks than it is only because there is a profession of medicine, and there are also vast bodies of regulation and law with serious penalties attached, that govern its practice. Cryonics lacks all of these safeguards. Imagine, if you will, what the situation would be if such psychopaths were empowered to fly airplanes, captain ships, or design large, heavy structures such as multi-story buildings, bridges and dams? Indeed, when such people do succeed in occupying these positions disaster is the inevitable result.

Absent these controls, both internal and external, cryonics will continue to fall prey to quacks, frauds and most dangerously, sociopaths seeking positions of perceived psychological power and control with the bonus of being increasingly well paid for indefensibly careless and sloppy work.


Remember my example of repetitive iatrogenesis associated with ascites? Just a few weeks after I gave the first version of this lecture in 2008 it happened yet again, this time to cryonics pioneer (and my personal mentor), Curtis Henderson. See :


I am a deeply committed and seasoned veteran of cryonics and I am telling you, without hesitation, that what happened to Curtis had a devastating impact on me. Anyone with medical sophistication who reads those two case reports will most likely just walk away and dismiss cryonics as perhaps an interesting idea with some potential – but clearly not one whose time has not yet come.



Finally, how do we explain the actions of people in cryonics who are sincere and committed cryonicists and yet who take on technical tasks that are beyond their knowledge and skill sets with terrible results? Much of what happened to Curtis Henderson, particularly with respect to the errors made which prevented him receiving effective cryoprotective perfusion, fall into this category.

I believe the explanation lies in something called the Dunning–Kruger Effect (DKE) The DKE was put forward in 1999 by Justin Kruger and David Dunning and it posits that unskilled people make poor decisions and reach

erroneous conclusions, but their incompetence denies them the meta-cognitive ability to realize their mistakes. Thus, the unskilled suffer from an illusion of superiority, rating their own abilities as above average and much higher than they actually are. This leads to the situation in which less competent people rate their own abilities higher than more competent people.


It also explains why actual competence may weaken self-confidence. Competent people often falsely assume that others have an equivalent understanding and degree of skill or competence. A very simple and pithy way to sum up the DKE was put to me by a Russian cryonicist in an elevator at Birkbeck College: “We are so ignorant that we do not even know what we need to know, or what we don‟t know that we don‟t know – and that is a very dangerous situation indeed.”


The moment at which I first truly understood the role of the DKE in causing technical mayhem in cryonics was actually documented by a journalist doing a story on the Cryonics UK (CUK) group at one of their meetings, held in Brighton, in the fall of 2009. I had met the new leader of the group the year before, and was more than a little surprised to hear him dismiss the Alcor ATP in-field cardiopulmonary bypass system as being “simple to operate and something any mortician would be capable of immediately mastering.” When I incredulously asked if this young man had ever actually seen the ATP, he replied that he had and that it was “just a box with tubes going in and out of it.” I wasn’t the only one who was surprised at this assessment: there was a professional perfusionist in the room from a prestigious UK hospital, and he also (to put it mildly) took considerable issue with this assertion.


A year later I was having much the same discussion with what constituted virtually all of the technical people in the CUK group. After much heated and futile discussion, I proposed that rather than argue about it, they simply get the equipment and simulate putting a patient on bypass starting from the time pronouncement had occurred. At this point, I think it best to let the newspaper account pick up the narrative:

Tim put any doubts to the back of his mind. He’s raring to go. “There’s a patient on the table dying. Hurry up, Darwin says.”

But, of course, the patient is imaginary. Tim takes the lead, explaining the ins and outs of the tubing to his less experienced fellow travellers. Meanwhile Mike Darwin watches, arms crossed reprovingly, his concern for the patient growing by the second.

“Right, I started timing you three minutes ago,” he says.

A good few minutes later Tim and his not-so-crack team are still working out where the red and blue bits plug into. “The only thing that goes wrong is if you switch it on without all the bits plugged in. It doesn’t like it and it has been known to go bang,” he says cheerily.

Darwin can’t contain himself. “If I had that kit here, I’d be scared shitless. Shitless. There are some critical things wrong with the setup of that circuit.” He tells the team they have made so many mistakes the patient would have suffered irreversible brain damage by now. Darwin suggests technology has regressed since he was in his cryonic prime 20 years ago.

But the water is pumping through the system, and Sinclair’s team are fully focused on saving their imaginary patient. Whatever Darwin tells them, they believe they are ahead of their time, not behind it.

I will add one thing that the reporter didn‟t because he had left the room to photograph some of the other CUK members before he lost his light to the setting sun. And that is that the venous blood reservoir bag in the circuit of the ATP exploded due to a misplaced clamp. The reporter apparently missed the timid request made to the meeting‟s hostess, Sylvia Sinclair, for a mop and towels to clean up the water that was all over the kitchen.

While it is true that cryonicists often have no choice but to undertake to provide and deliver care for themselves, it is equally true that they should not attempt to do so in ways that make the situation worse for the patient than had they taken a simpler approach that was, in fact, within their ability to master.

I had spent most of that day at the meeting trying to convince the CUK group that rather than the ATP, what they really needed was to use a simple, inherently „safe‟ open circuit system open circuit system equipped with a microbubble detector and auto-line clamp, to start cryoprotective perfusion as soon as was logistically feasible and to follow that with cooling of the patient to dry ice.

My lack of success in persuading obviously sincere and concerned cryonicists to undertake a course of action that was at once simpler, easier, much less costly, and vastly more likely to benefit the patient speaks to the power of the DKE and to the over-optimism and lack of realism that is endemic to cryonicists, the same over-optimism and lack of realism that makes them easy prey for con men and sociopaths.

End of Inherent Failure Mechanisms and Risks and of Lecture 2


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Cryonics: An Historical Failure Analysis, Lecture 2: Inherent Failure Mechanisms and Risks, Part 2 Wed, 25 Apr 2012 08:56:57 +0000 chronopause Continue reading ]]>

By Mike Darwin




In January of 1980 I had the good fortune to perform two human cryopreservations back-to-back with Jerry Leaf (then associated with Trans Time) in Southern California. Jerry and I quickly realized that we shared a common vision for cryonics. We undertook to establish that the use of best practice in relevant areas of medicine be applied to cryopreservation cases and we sought to validate and master each biomedical facet of cryonics stabilization and cryoprotective perfusion and cool down procedures.


We began a vigorous program of research to validate each step of the procedures we were applying to human patients, starting with cardiopulmonary support, blood washout and induction of ultraprofound hypothermia. We believed that by mastering these procedures and, where possible, mastering them reversibly (i.e., recovering the test animal alive and well) we would not only gain invaluable skills, but also uncover serious errors and shortcomings in our procedures – errors and shortcomings not possible to detect by armchair theorizing.

This proved to be the case in spades. It took many attempts before we could reliably recover dogs from 4-5 hours of asanguineous perfusion at 5oC. And it was to take the better part of a decade before we were able to recover dogs following ~16 minutes of global, normothermic ischemia. In fact, Jerry did not live to see this accomplished.


An unexpected result of this research work was that a core of highly skilled cryonics personnel was created. The complexity and long duration of the experiments forced people not only to hone their individual skills, but also to work together seamlessly as a team. Survival animal research also resulted in expanded documentation and training, as well as in the beginning of the establishment of an institutional culture of professionalism and competence.


Research was also undertaken to determine to what extent our protocols for cryoprotection and freezing were conferring protection and causing injury. This work definitively characterized the nature and extent of cryoinjury using 4 M glycerol as the CPA and uncovered the problem of fracturing in tissues and organs cooled to below the glass transition point [1] Tg of the cryoprotective solution: http:



High quality promotional literature, educational materials, and scientific publications were consistently produced and the use of the words death and dead in reference to cryonics patients was abandoned, correcting the semantic imprecision that had so handicapped cryonics since its inception. And something else began happen that was quite remarkable. Despite the fact that Alcor was very low profile with respect to the media, we began to grow. In fact, cryonics began to grow again after over a decade of near total stagnation that was the legacy of the devastating hit its reputation had taken after Chatsworth.


Because of our professional and scientific approach to cryonics we attracted the interest of important scientists and theorists far removed from our own discipline. In March of 1984 a manuscript was sent to my attention at Alcor entitled, The Future by Design. That manuscript was to become the book the The Engines of Creation and the man who sent it to me and to others at Alcor for comment and review was its author, Eric Drexler.


The ideas of nanotechnological repair and rejuvenation, and of the information-theoretic criterion for death, were introduced and vigorously promoted via both in-house and media venues.


Immediate post-arrest, in-home stabilization and cooling of patients, coupled with pharmaco-protection of the brain against ischemia-reperfusion injury, followed by blood washout in a mortuary and rapid transport to CPA perfusion facilities became routine.


The feedback we received from ongoing systematic and broad bandwidth data collection yielded new insights, allowing us to vastly improve the quality of care we were delivering. By the simple expedient of monitoring patients‟ temperature descents we were able to more than triple the rate at which patients were being externally cooled during Stabilization and Transport.


In-home extracorporeal support followed by blood washout (with external CPS as a bridge to cardiopulmonary bypass) became routine in hospice cases. Along with this technology sophisticated mechanical CPS (active compression-decompression high impulse CPR (ACD-HI-CPR) coupled with cold fluid peritoneal lavage greatly improved the post arrest patient cooling rate and reduced ischemic injury.


By continuing to collect data and do research we were able to further increase patient cooling rates to ~0.5◦C min for the first 30 min of CPS!


We also discovered that we could detect when cerebral perfusion failed during CPS by continuously recording temperature descent data from multiple sites in the patient. The abrupt leveling-off of the tympanic cooling curve shown in this slide indicates the point where cerebral perfusion during closed chest (mechanical) CPS was lost. The blue arrow indicates the point where effective cerebral perfusion (and thus cooling) was re-established after the start of cardiopulmonary bypass.



And then, on 10 July, 1991 Jerry Leaf experienced sudden cardiac arrest and was cryopreserved. Jerry was the lynchpin that held the diverse interests and personalities together that comprised Alcor.

One unappreciated consequence of his sudden and unexpected cryopreservation was the impact the absence of his quiet authority and enormously stabilizing influence would have on the various strong personalities in Alcor, and on their diverse interests and objectives towards Alcor in particular, and on cryonics as a whole. Additionally, Jerry‟s control over the medical and surgical service delivery component to Alcor, via his Cryovita Laboratories, Inc., provided a powerful balancing check on internal power politics.

Thus, Jerry‟s absence critically destabilized the leadership dynamics of the organization.


The final blow to the third era of cryonics was the coming of the “tyranny” of Nanotechnology (NT) and the Singularity about which I‟ll have more to say later in these lectures.


How and why did this happen? How did Alcor go from in-home cardiopulmonary bypass to a state where patients count themselves lucky if they even receive prompt heart-lung resuscitator (HLR) support and get packed in ice?


It happened because small organizations are shaped by the personalities of the 2 or 3 people who found and operate them and because creation of a viable institutional culture requires at least one generation (~21 years) of stable, uninterrupted mentoring, and a solid base of practitioners (6-12 people).

If death or loss of emerging professionals destroys the developing culture of professionalism, then the whole system collapses, and usually any effort to recover lost quality and competence must originate outside the failed system (and away from the hard core of the well entrenched institutional cultural paradigm that will have developed in its absence).


It is important to understand that the practice of a scientific and medical model based approach to cryonics cannot be achieved by the simple expedient of finding and recruiting medical professionals or medically qualified technical specialists such as paramedics, perfusionists, physicians or nurses to “do the job” of delivering cryonics patient care. Few of you here today would presume that a General Practitioner could competently perform as a neurosurgeon – or even that a psychiatrist could pinch hit for one – even though both of latter are specialists in treating the same organ – the brain.

While the professional practice of cryonics requires a deep and interdisciplinary knowledge of medicine that is not enough. It requires much additional knowledge and training which is not available at university, nor unfortunately, in any structured form at this time. Perhaps more importantly it requires the skill-set and mindset of a highly motivated researcher knowledgeable about cryonics and capable of both asking and answering the right questions. These kinds of individuals are almost always produced by an institutional culture that mentors and motivates, as well as teaches and instructs. Absent that, they are very rare in any discipline and have been especially scarce in cryonics due to its small size and its historically bad public image and scientific reputation.

Professionalism is, at its core, a result of people who care deeply about what they are doing and genuinely believe that their art and science is making a difference and is in some way deeply transformative (or even revolutionary) with respect to the world as a whole. I suppose the most direct, if not the most elegant way to put this, is that to do cryonics well you must love cryonics – love the practice of it – not just the idea of it. That alone is not sufficient, but when coupled with capability and competence, it is the minimum that is required.


This is a very hard concept to communicate. Perhaps it can best be conveyed by analogy. The business of climbing a mountain is deceptively simple and consists of walking, climbing and crawling all of which are basic if not intrinsic human skills. However, if we consider what is required to climb a very tall peak, such as Mount Everest, we will soon realize that a great deal more is required than the basic motor skills I’ve just listed. The extremes of temperature and the scarcity of oxygen make it a formidable technical challenge, and what‟s more, a truly awesome biomedical one. All kinds of knowledge and skills both sophisticated and subtle are necessary.

But beyond the purely technical, anyone who would summit Everest must have an astonishing emotional

commitment to the task as well as incredible fortitude and strength of will. It is a horrendous effort and it is not only not for the faint of heart, it is not for anyone who lacks deep commitment to the task. A profession is very much like the sport of mountain climbing. Most of its practitioners will spend all of their professional lives summiting well trod and fairly mundane peaks and guiding others to do the same. A few will summit difficult peaks and in so doing add some small measure of knowledge to the craft. Only a very few will try to go where no others have gone before and do so under the most dangerous and demanding conditions. These individuals are extraordinarily rare and they invariably found or define the professions they practice.

So, while it is possible to train many people to climb mountains, and even to teach them the technical skills required to summit Everest or k2, it is not possible to give them the drive, the stamina and the passionate desire that are also required (at least at this time and with currently available technology).

End of  Inherent Failure Mechanisms and Risks, Part 2


[1] The glass transition point is the temperature at which a liquid becomes a glass – or in other words – become a solid by getting thicker and thicker as it is cooled without undergoing freezing. Frozen tissues impregnated with glass forming cryoprotectants such as DMSO or glycerol will be part ice and part glass. The more of the tissue in the glassy or vitrified state the more it will be crack or fracture when cooled below its glass transition point.

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Cryonics: An Historical Failure Analysis, Lecture 2: Inherent Failure Mechanisms and Risks, Part 1 Sun, 22 Apr 2012 09:03:23 +0000 chronopause Continue reading ]]> By Mike Darwin




As I said in the previous lecture, the literature produced by CSNY created an impression of competence and of the presence of a solid organization.

After I had been involved in cryonics for a little over a year I began to hear rumors that CSNY was not being run honestly and that, in particular, the patients were not being
stored submerged in liquid nitrogen and that their heads and upper bodies were well above dry ice temperature.

There were other rumors and accusations as well. The source of these turned out to be Robert Nelson, and after a great deal of difficulty I managed to speak with him by phone.


Nelson.s charges prompted me to call Curtis Henderson and to confront. him with Nelson’s accusations. Henderson.s response was simply to invite me to come and see for myself. He explained that it was impossible to answer accusations of the kind Nelson was
making in any meaningful way short of seeing first-hand what conditions were and spending time with the people to whom I had entrusted my life. I was 14 years old at that
time and I doubt very much if Curtis expected me to take him up on his offer – even though it was clearly sincere.


However, that is exactly what I did. I took a part time job to pay for my plane ticket and I showed up on CSNY’s  doorstep the summer after that phone call.


The image of solidity and professionalism projected by CSNY.s literature was tempered substantially by my having visited CSNY during the summers of my 14th and 15th years (yes, I went back). I was well aware that the storage facility was small and that the resources of the organization were minimal. For that reason, and because of the geographical distance, I began to accumulate the equipment and supplies required to carry out cryoprotective perfusion and cooling to dry ice temperature. I also began efforts to recruit others into cryonics.

By late 1971 I had acquired all the equipment and chemicals I believed were needed to carry out the pre-liquid nitrogen phases of cryopreservation. One of the most costly items, and one which I had to purchase new, was a thermocouple thermometer, pictured sitting atop cases of Ringer.s solution and indicated by a red arrow.

By 1972 the war of words between CSC and CSNY had reached fever pitch. One of the charges being made by CSC was that Curtis Henderson was storing patients improperly and that their heads and upper bodies were, in fact, well above dry ice temperature most of the time.

In December of 1972, Corey Noble and I journeyed from my home in Indianapolis. Indiana to visit CSNY and actually measure the temperature at the top of the MVE dewars, as well as at various points on the patient then in storage and so the TC meter in this picture was taken along on the trip.

Note the character and quantity of the equipment and supplies I had accumulated in Indianapolis: at left the Westinghouse Iron Heart; center, a dry ice box; upper right,
roller and centrifugal pumps; lower right, Ringer.s solution, DMSO, stainless steel heat exchanger, bubble trap, formaldehyde for sterilizing the perfusion circuit, perfusion
circuit, pH paper, liquid measuring equipment…


The morning after Corey and I had arrived at the CSNY facility, we were awakened by Saul Kent, who informed us that a CSNY member, a woman named Clara Dostal, had just been pronounced legally dead and that, since we were “experts” in the area of cryoprotection and perfusion, we should take charge of the case and perfuse the patient. This was the beginning of a period of agonizing cognitive dissonance for me (I cannot speak for Corey Noble).


Prior to this, perfusion and cool down as practiced by CSNY had been a black box to both Corey and me. We assumed that this procedure was carried out in a “scientific” manner and that the CSNY mortician Fred Horn, working with their biologist Paul Segall, were implementing some kind of reasonably professional and standardized care – even if it was not very sophisticated. In this we were sadly mistaken. To my horror I discovered that not only was I better prepared to perfuse and freeze patients in Indianapolis, but CSNY neither owned nor had access to a graduated cylinder for measuring out the volume of
cryoprotective agent to be added to the Ringer.s carrier solution! We were forced to measure out the glycerol to be added to the Ringer.s carrier solution by using an empty
Ringer.s solution bottle. The approximate liquid volumes molded into the glass of these IV bottles had to serve in place of an accurate measuring cylinder.


Even more surprisingly, we discovered that CSNY had no way of measuring temperature. The only thermometers at our disposal were the ones we had brought with us. There was no established protocol, no dedicated equipment, no data collection and no monitoring or observation of the patient at all. I was appalled and deeply shaken. For the first time I realized on both an emotional and intellectual level that cryonics had truly failed. Certainly, in the form I found it, it had no chance of success.


Corey and I did what we could. We carefully measured every parameter it was possible for us to measure on site, such as patient and perfusate temperature, perfusate glycerol concentration, arterial flow rate, patient cooling rate, and so on. We also collected effluent samples from the patient and divided them such that one set would remain with the patient (bottles seen at lower left in the next slide) and the other set would be taken back with us for physical and biochemical analysis (CPA concentration, pH, electrolytes, tissue specific enzymes, etc.).

The TC thermometer we had brought with us from Indianapolis proved essential for monitoring the patient’s internal temperature during perfusion as well as her temperature as she cooled to dry ice temperature. The objective was to thoroughly document her care and make recommendations for changes in the future. We both felt strongly that future patients should benefit from the knowledge and experience gained from this (and every)


The paper we produced appeared in the March, 1973 issue of Manrise Technical Review, a publication produced by Alcor.s brother for-profit organization, Manrise Corporation, which was edited by Fred and Linda Chamberlain.


My experience perfusing and freezing Clara Dostal left me deeply anxious and profoundly dispirited. It took several weeks before anger replaced fear, and a relentless commitment to rapidly improve conditions replaced a near total paralysis of will. In no small measure this experience led to me seek out others who shared my vision of cryonics as a competent, well run undertaking based on a scientific and medical model in the context of good business practices.



This led me to connect with Fred and Linda Chamberlain in Southern California. Following my trips to CSNY, I set out, again with Greg Fahy, to try to determine
the state of cryonics on the West Coast. What we found there, or more precisely what we didn’t find, was even more disturbing than what we had seen and experienced at CSNY. While Corey did not share my opinion, let alone my conviction, the trip to Southern California had convinced me that CSC’s patients had been badly mishandled and that
in all likelihood they had been thawed out and buried or cremated. This conviction was shared by Fred and Linda, with whom I formed strong and immediate bonds.

Fred and Linda, like me, had come to realize that cryonics was an abject failure and, with painful slowness, they had begun the process of creating facilities to provide for rescue, stabilization, perfusion and storage with two new organizations: the Alcor Life Extension Foundation, and Manrise Corporation.


We began to scour the scientific literature for information to allow for development of a rational cryobiological approach to care, and where possible experts in medicine and cryobiology were consulted. A technical publication was launched and organized research was begun into developing scientifically sound procedures and equipment – and to document them openly and in as much detail as possible.



A modest research and patient cryopreservation facility was set up and preliminary small animal research was undertaken to evaluate then current human cryoprotection strategies.


Since we could not be assured of being able to afford permanent facilities long term, a decision was made to modularize capability and a mobile operating room was constructed using an old laundry van (lorry). Refinements were made to in-house fabricated perfusion and heat exchange equipment and testing of these systems was undertaken to establish reliability and gain familiarity with their operation. Business plans were generated and necessary equipment and consumables were acquired. Cost analysis and financial and legal issues were extensively addressed. A comprehensive program of marketing (Trans Time) coupled with financial incentives for success was undertaken. Inter-organizational cooperation began and an attempt was made establishing minimum standards of care and self-regulation.


At about the same time, a graduate student in mathematics who lived in the San Francisco Bay Area, Art Quaife, along with an electrical engineer (John Day) and several other interested cryonicists, including Paul Segall, who had relocated to the Bay Area, founded Trans Time, Inc. (TT). TT was similarly focused on “rebooting” cryonics as a proper scientific undertaking run on sound business principles. TT purchased the technological platform developed by Manrise Corporation for cryoprotective perfusion (including the Manrise perfusion machine, heat exchanger, and procedure manual) and focused primarily on producing the first truly comprehensive business analysis of cryonics. They also did much to clarify nettlesome financial and legal issues.

TT launched the first comprehensive program of marketing cryonics coupled with financial incentives for success, and they also aggressively marketed their stock to
educated investors within the cryonics community.


Dedicated (leased) storage and perfusion facilities were put in place in by TT in Northern California in 1974.


On 09 February, 1974 a decade after The Prospect of Immortality was published and seven years after Dr. Bedford was cryopreserved, Trans Time accepted its first two patients and the first human cryopreservation conducted under something approaching „controlled
conditions. took place. [The Dostal case technically qualifies but it was an ad hoc effort, not a planned undertaking.]

Despite two years of preparation there were many problems with both of these cases. As you can see in this photo, many practical details, such as how to position and anchor the perfusion tubing had not been worked out and improvised solutions were employed. Note the plastic embalming fluid bottle being used as a prop and the tubing connecting the arterial line to the patient being supported by a length of ligature twine.

Much more seriously, take a good look at the patient. This photo was taken at the end of CPA perfusion (decannulation is underway and some of the refrigerating ice has been removed). Unlike Mrs. Dostal, this patient has become markedly edematous as a consequence of CPA perfusion. This happened because what seemed best in a review of the literature did not work when applied clinically. In this case, a decision had been made to use DMSO instead of glycerol because of the former.s superior cellular permeability. Unfortunately, DMSO is quite toxic to the vascular endothelium and this effect is greatly
amplified in patients with prolonged ischemic injury. This patient received no cardiopulmonary support and had suffered well over 24 hours of cold ischemic injury.

The obvious (but unheeded) lesson was that techniques used on humans must first be evaluated in a suitable animal model under conditions as close to those that are encountered clinically as possible.


While the party line to the media had always been that patient stabilization was begun immediately upon pronouncement, it was not until Fred Chamberlain, Sr., arrested on 16 July, 1976, that this was actually done. The next such case, shown in this slide, took place under the auspices of Trans Time three years later in January of 1979. At the bottom center of the slide a blue plastic case with a small speaker next to it contains an electronic stethoscope with amplifier so that the patient could be monitored continuously and the moment of cardiac arrest determined with precision. This instrument was developed by Fred Chamberlain and me and was first used (successfully) on his father, Fred Jr.


At this point, cryonics as practiced by Alcor and Trans Time had become professionalized to the extent that there was control over and documentation of perfusion temperature, pressure, and flow. The volume of perfusate used was based upon complex mathematical modelling of CPA uptake and there was frequent and consistent measurement of the concentration of CPA in the venous effluent. Finally, in-house trained and skilled personnel were available in conjunction with an effective emergency response system (ERS).


Cooling to -79oC and -196oC were also documented and brought under some measure of control. Packing of patients in dry ice to achieve freezing was abandoned and an isopropanol bath was used in conjunction with the measured addition of dry ice in order to reduce the patient’s temperature in a controlled manner.



Then, in 1979 the years of deceit and lies which had dogged cryonics from the start came to the fore. The nearly completely decomposed bodies of ten cryonics patients were discovered by an investigative reporter in the facilities of CSC in Oakwood Cemetery in Chatsworth, CA. As I have previously stated, the consequences of this scandal were devastating for cryonics. The story of the initial discovery and the subsequent civil trial that resulted remained an item in the national press well into the 1980s.


Cryonics became synonymous with “thawed bodies” and there were countless cartoons and gruesome humor pieces in magazines and newspapers. The loss of credibility and
the specter of failure resulting from Chatsworth extend into the humor, as well into the more serious criticism of cryonics today, as evidenced by this still from the animated
series Futurama. Futurama.s creator Matt Groening followed the Chatsworth scandal as a boy and some of his most successful cartoons early in his career satirized the Dora Kent debacle.


In 1980 the grotesque scene at Chatsworth was again played out, this time, mercifully, absent any media coverage. The victims were Ann DeBlasio and a woman from Beverly Hills, California, both of whom had been placed in an inadequate facility, absent any alarms or monitoring, in Mount Holiness Cemetery in Butler, New Jersey (NJ).

That facility was a duplicate of the one Nelson had constructed in Oakwood Cemetery in Chatsworth. And yes, Nelson, along with Nick DeBlasio, had built the Butler, NJ facility as well.


Eleven years after she had been cryopreserved at CSNY, this is what had become of Ann DeBlasio. After the expenditure of tens of thousands of 1970 dollars and countless hours of labor any chance these two women had of returning to life was gone.

So ended the second era in cryonics.

 End of Inherent Failure Mechanisms and Risks, Part 1

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Specimen Standards for Evidence-Based Human Cryopreservation Organizations, Part 1 Tue, 17 Apr 2012 06:50:49 +0000 admin Continue reading ]]> By Mike Darwin

 A Brief History of Attempts to Create and Implement Minimum Standards in Cryonics


First Era 1964-1972

The first attempt to create formal minimum standards for cryonics organizations in the form of the Cryonics Societies of America (CSA) was initiated by in 1968 and was implemented largely through the efforts of the Cryonics Society of New York. The CSA was to be a national standards and enforcement organization, comprised of representatives elected by the individual, member cryonics societies.

Figure 1: Requirements for membership in the Cryonics Societies of America.

Creation of the CSA, and the terms of its incorporation were agreed to by the Officers/Directors of the then extant cryonics organizations: Cryonics Society of New York (CSNY), Cryonics Society of Michigan (CSM) and Cryonics Society of California (CSC). CSA was incorporated late in 1969.

The CSA called for basic accountability in matters such as public communications, information inquiries, membership rolls, financial and member/patient record keeping (submission of quarterly financial records), documentation of cryopreservations (including at least one “confidential” photo), uniformity of letterhead and logos, submission of regular progress reports and investigation of all persons or corporations offering cryonics services or promoting cryonics. Basic requirements were maintenance  of a phone and book listing under the heading “cryonics”, updated list of Officers & Directors, valid addresses for organization and Officers,  and subscription to “Cryonics Reports” for all local group members and a complete log of all written and telephonic information inquiries.

Ironically, one of the driving forces behind CSA was Robert Nelson who, in particular, wanted a standardized procedure generated to administer cryopreservation, particularly with respect to perfusion. A committee consisting of Ettinger, Nelson and Saul Kent was created in April of 1968 to do this, however, according to Kent and Henderson, there was no progress on this, the committee never met, and Nelson did not answer correspondence nor generate the promised liaison with Dante Brunol, M.D., and the CSC mortician Jeff Hicks. Despite misgivings, CSNY committed to be the central body and administration for CSA, and the artist Vaugn Bode generated a logo. Letterhead for national organization was created and standards for regional letterheads were created and implemented.

Figure 2: Vaughn Bode’s CSA logo of a side-view of a Phoenix in flight.

Another critical function of the CSA, and the one which may have motivated its initiation, was the creation of a Scientific Advisory Council (SAC) to the CSA. This Board was to have provided scientific and technical advice related to patient care, evaluated research proposals and recommended funding, and lastly and most importantly, serve to improve the public and professional credibility of cryonics. By 1968, resistance in the scientific community at large was hardening and the cryobiological community was well on its way to becoming highly polarized against cryonics. By this time the mother of cryobiology, Audrey Smith, had already made her public statement calling Ettinger “that horrible man” and Robert W. Prehoda was writing his virulently anti-cryonics book chapters in Suspended Animation: “The Night of January 12, 1967 and “The Lunatic Fringe.” There is some indication that Saul Kent, and perhaps others, may have either seen a precis of these chapters, or otherwise been appraised of their tone, if not their content (CSNY Correspondence Log, 1968).

Figure 2: The 28 April, 1969 letter from Saul Kent laying out the basic parameters required for a national cryonics standards organization to operate.

The SAC was formed on 05 August, 1968 and the relevant documents as well as its composition were published in Cryonics Reports in September, 1968:

Figure 3: The charter of the Scientific Advisory Council (SAC) to the Cryonics Societies of America (CSA). The SAC was to provide the scientific oversight and vetting that would be needed to determine which cryopreservation procedures were applied clinically, and to help direct research to improve them.

There is little known surviving historical documentation of the activities of SAC. According to both Saul Kent and Curtis Henderson, the SAC was not very active and not very responsive to requests for help, although, as they both noted, the areas in which help were most urgently needed either required speculation and expertise (expert speculation from a cryonics perspective, as it were) that the SAC scientists did not have (e.g., formulating perfusion, cooling and storage protocols) or required resources neither the CSA nor its member organizations had available (financing for research). It is clear from correspondence and conversations with some of the principals (Henderson, Kent, Barner and Gouras) that the major obstacle to the SAC’s long term viability was the inability of the CSA to provide anticipated funds for research to be generated by the CSA. There is no evidence that the CSA, acting as unit, provided any input or material support, scientific or technical. The list of the SAC members was used extensively to lend credibility to cryonics for promotional purposes and the list was reprinted as a full page of Cryonics Reports magazine until the SAC gradually disintegrated due to members resigning.

The CSA did remain modestly active for perhaps a year after its inception. There is documentation of essentially complete compliance with the CSA’s requirements in the archival files of CSNY, and much of this material survives and is being digitized. There is evidence that CSM provided substantial compliance, including providing membership rolls, records of information requests, and at least semi-annual bookkeeping summaries. CSC did not provide membership lists, patient records, or financial data. They did provide photographic evidence of the cryopreservation of Marie Phelps Sweet, under substantial pressure and amid allegations (untrue as it turned out) that Ms. Sweet‘s cryopreservation may have been a hoax used to raise money for CSC or Robert Nelson, and those photographs have survived and been digitized.

Figure 4: Robert F. Nelson, President of the Cryonics Society of California

While the CSA was neither very active nor effective, it did continue to exist, at least in name, until serious concerns about the operations of CSC, Cryonic Interment and the integrity of Robert F. Nelson were raised, and finally aired publicly by Saul Kent in an editorial in Cryonics Reports entitled “Trouble in Southern California?” which questioned the integrity of CSC’s patient storage operations (Cryonics Reports: 4(12) 1969; p 2) as noted in this quote from that article:

“At last years’ national cryonics conference in Ann Arbor, Mich. [actually held in April 1969, 8 months before--MP], and Marshall Neel’s presentation concerned a new cryonic storage facility which, according to Mr. Neel, was close to completion. Slides showing the process of construction were offered, and it was stated that within a short time there would be a grand opening before the media, at which several bodies then in individual cryonic storage would be placed into a large multiple-body unit. Cryonic Interment Inc. was the name of the company that was said to own the facility; Mr. Neel was announced as President.

 Since the conference there have been continual statements emanating from the leadership of the Los Angeles based company about the imminence of the opening of the facility.

 As of December, 1969, the facility has not been opened and there is no evidence to indicate that it will.

 We don’t know what has been going on in Southern California because the entire operation has been veiled in secrecy. It is just this air of secrecy that troubles us.”

 The CSA probably became legally defunct within a year or so thereafter since there are unpaid bills for corporation taxes and no evidence of disbursements for these from, either the CSNY or CSC financial archives which are complete for this period. Unless the fees were paid by CSM or by an individual(s) the CSA would have legally ceased to exist sometime in 1970.

 Second Era 1972-1976

Figure 5: Fred and Linda Chamberlain began a second round of unsuccessful efforts in the early 1970s to create a minimum standards  and compliance self- regulatory framework for cryonics. This effort, as had the previous one in the form of the CSA, proved unsuccessful.

The next attempt to establish industry-wide binding standards was initiated by Fred and Linda Chamberlain of the Alcor Foundation in 1972. The effort had, if I recall correctly, the acronym DOMSAC which stood for ” Document of Minimum Standards and Compliance” (DOMSAC). The core requirement of the DOMSAC were to:

“Set minimum standards for all technical aspects of perfusion and cool-down, including data collection formats, parameters to be logged, frequency of data acquisition, minimum equipment and chemical to kept on hand at all times, and so on.” The objectives of the DOMSAC were to:

  • Established a basic standard for organization, reporting and public disclosure of patient case data.
  • Required continuous public accountability (address, identification, a.k.a. and d.b.a. history on all Officers and Directors).
  • Established minimum requirements for emergency notification and communication systems.
  • Limited the scope and nature of claims that could be made to the public or prospective members/clients about cryonics.
  • Impose substantial administrative requirements, as well as mechanics for handling non-compliance and provisions for punitive measures if necessary.

Figure 6: Former President of the Cryonics Society of California, Robert F. Nelson (aka Frank Bucelli) being warmly received by Robert C. W. Ettinger, one of the two originators of the cryonics movement in 20

This document provoked extended haggling and arguments from Trans Time (TT) and the Bay Area Cryonics Society (BACS). (BACS and TT were essentially run by the same management at that time), and to a lesser extent from the Cryonics Society of Michigan (CSM).  The was concern expressed on the part of TT/BACS that the DOMSAC constituted an unacceptable step towards the surrender of autonomy, even if it was in the form of mutual oversight.” To what extent these sentiments were justified it is impossible to know. It certainly has been the case that getting cryonicists, even within their own organizations, to submit to oversight and regulation has so far proven impossible. For instance, Robert F. Nelson was in no way punished for his misdeeds at Chatsworth within the cryonics community, and he is welcomed at both CI and other cryonics functions, where he is treated cordially and has indicated he might reenter the cryonics business in the future.

What was clearly not understood then, or now, is that this “issue” inside cryonics is not a drawing room matter, or even a dirty political backroom matter. It stopped being either of those things when the first patient decomposed at Chatsworth or, more accurately, when Bedford was mishandled by Cryonics Society of California personnel on 12 January, 1967, with the knowledge and complicity of other key people in the cryonics movement.


Specimen Standards for Human

Cryopreservation Organizations Draft 2.4

Core Objectives and Related Considerations

The objective of these specimen standards is to return cryonics to the paradigm that was developed initially by the Cryonics Society of New York (i.e., fairness, openness, use of the scientific method, Evidence Based Cryonics (EBC) and diligent communication of comprehensive and accurate information to cryonics organization members or clients), and greatly elaborated by Alcor under the influence of Jerry Leaf and Mike Darwin in the 1980s. This paradigm can be articulated by the following points:

Organizational (Corporate) Structure & Governance

The organizational structure considered here will be that of the non-profit corporation United States corporation,  either charitable (501(c)3) or non-charitable.

The cryonics organization shall be a legally incorporated entity which complies with all applicable federal laws and regulations, as well as applicable laws and regulations of the states and the local jurisdictions in which it is based or operates. If the organization conducts programs outside the United States, it must also abide by applicable international laws, regulations and conventions that are legally binding on the United States.

The organization shall have a formally adopted, written code of ethics with which all of its directors or trustees, staff and volunteers are familiar and to which they adhere and they will adopt and implement policies and procedures to ensure that all conflicts of interest, or the appearance thereof, within the organization and the board are appropriately managed through disclosure, recusal, or other means. This Code of Ethics shall cover accountability, finances, openness, client/member rights, patient rights, confidentiality of medical and cryopreservation records, conduct of staff, and basic procedures for filing and adjudicating grievances within the organization by clients/patients and professional employees.

The cryonics organization shall establish and implement policies and procedures that enable individuals to come forward with information on illegal practices or violations of organizational policies. This “whistle blower” policy should specify that the organization will not retaliate against, and will protect the confidentiality of, individuals who make good-faith reports.

The organization shall have in place policies and procedures to protect and preserve the organization’s important documents and business records.

The organization’s board must ensure that the organization has adequate plans to protect its assets—its property, financial and human resources, programmatic content and material, and its integrity and reputation—against damage or loss. The board should review regularly the organization’s need for general liability and directors’ and officers’ liability insurance, as well as take other actions necessary to mitigate risks.

The organization must have a detailed, written plan of action to protects its patients in cryopreservation against legal or legislative attack, economic instability, insurgent attack by anti-cryonics individuals or entities, as well as plans to cope with and prevail over known existential risks to which its patients may be subject (i.e., hurricanes, tornadoes, earthquakes, blizzards, etc.).

Figure 1: Cryonics organizations must maintain transparency with respect to administrative, financial, scientific, technical and patient care procedures.

The organization must  make information about its operations, including its governance, finances, programs and activities, widely available to the public. Charitable (501(c)3) organizations shall make information available on the methods they use to evaluate the outcomes of their work and must share the results of those evaluations with members.

The cryonics organization must have a governing body that is responsible for reviewing and approving the organization’s mission and strategic direction, annual budget and key financial transactions, compensation practices and policies, and fiscal and governance policies.

Figure 2: The board of directors of the cryonics organization are elected by the cryopreservation members or clients of the organization who have been cryopreservation members or clients of the cryonics organization for at least 3 consecutive years. Directors’ terms may not exceed 4 years.

The board of directors shall be elected by the cryopreservation members or clients of the organization who have been cryopreservation members or clients of the cryonics organization for at least 3 consecutive years. Cryopreservation members with 10 or more years of consecutive cryopreservation arrangements may, at the organization’s discretion, be granted 2 votes in electing directors.

Candidates for the board shall be examined for psychosocial and fiscal suitability by a thorough, objective and written set of standards and examinations.

Directors term limits, order of service (staggered or otherwise) are that the discretion of the cryonics organization. However the length of any director’s term in office cannot exceed 4 years.

The organization must meet regularly enough to conduct its business and fulfill its duties. Directors’ meetings shall be held monthly and combined directors and membership meeting shall be held no less than annually.

The board of organization should establish its own size and structure and review these periodically. The board should have enough members to allow for full deliberation and diversity of thinking on governance and other organizational matters. Except for very small organizations, this generally means that the board should have at least five members.

The board of the  organization must include members with the diverse background (including, but not limited to, ethnic, racial and gender perspectives), experience, and organizational and financial skills necessary to advance the organization’s mission. All directors and officers must be have been cryopreservation members or clients of the organization for a minimum of 3 consecutive years before becoming eligible to serve as a director or officer. In the case of newly forming cryonics organizations, officers and directors must have been members or clients of another cryonics organization for a minimum of 3 consecutive years.

At least two-thirds of the board members, should be independent. Independent members should not: (1) be compensated by the organization as employees or independent contractors; (2) have their compensation determined by individuals who are compensated by the organization; (3) receive, directly or indirectly, material financial benefits from the organization except as a member of the charitable class served by the organization; or (4) be related to anyone described above (as a spouse, sibling, parent or child), or reside with any person so described.

The board shall hire, oversee, and biannually evaluate the performance of the chief executive officer of the organization, and should conduct such an evaluation prior to any change in that officer’s compensation, unless there is a multi-year contract in force or the change consists solely of routine adjustments for inflation or cost of living.

The board of any cryonics organization that has paid staff should ensure that the positions of chief staff officer, board chair, and board treasurer are held by separate individuals. Organizations without paid staff should ensure that the positions of board chair and treasurer are held by separate individuals.

The board shall establish an effective, systematic process for educating and communicating with board members to ensure that they are aware of their legal and ethical responsibilities, are knowledgeable about the programs and activities of the organization, and can carry out their oversight functions effectively.

Board members should evaluate their performance as a group and as individuals no less frequently than every 2 years, and should have clear, written  procedures for removing board members who are unable to fulfill their responsibilities.

Beyond the requirement of 3 consecutive years as a cryopreservation member or client, the board shall establish clear policies and procedures setting the length of terms and the number of consecutive terms a board member may serve.

The board should review organizational and governing instruments no less frequently than every 3 years.

The board shall establish and review regularly the organization’s mission and goals and should evaluate, no less frequently than every five years, the organization’s programs, goals and activities to be sure they advance its mission and make prudent use of its resources.

Board members are generally expected to serve without compensation, other than reimbursement for expenses incurred to fulfill their board duties. A charitable organization that provides compensation to its board members should use appropriate comparability data to determine the amount to be paid, document the decision and provide full disclosure to anyone, upon request, of the amount and rationale for the compensation.

The cryonics organization must keep complete, current, and accurate financial records. Its board should receive and review timely reports of the organization’s financial activities and should have a qualified, independent financial expert audit or review these statements annually in a manner appropriate to the organization’s size and scale of operations. For cryonics organizations with more than $500,000 U.S. in assets the independent financial expert must be certified public accountant (CPA).

Cryonics organizations with assets of $1 million U.S., shall have an audit committee composed of independent board members with appropriate financial expertise. By reducing possible conflicts of interest between outside auditors and the organization’s paid staff, an audit committee can provide the board greater assurance that the audit has been conducted appropriately. If state law permits, the board may appoint non-voting, non-staff advisers, rather than board members, to the audit committee.

The board of the organization must institute policies and procedures to ensure that the organization (and, if applicable, its subsidiaries) manages and invests its funds responsibly, in accordance with all legal requirements. The full board should review and approve the organization’s annual budget and should monitor actual performance against the budget.

The cryonics organization should not provide loans (or the equivalent, such as loan guarantees, purchasing or transferring ownership of a residence or office, or relieving a debt or lease obligation) to directors, officers, or trustees.

The organization shall spend at least 30% of its annual budget on programs that pursue its mission. The budget should also provide sufficient resources for effective administration of the organization, and, if it solicits contributions, for appropriate fundraising activities.

Figure 3:  Reimbursement for expenses, as well as compensation for services for directors must be unambiguous and in written form.

The  cryonics organization shall establish clear, written policies for paying or reimbursing expenses incurred by anyone conducting business or traveling on behalf of the organization, including the types of expenses that can be paid for or reimbursed and the documentation required. Such policies should require that travel on behalf of the organization is to be undertaken in a cost-effective manner.

The organization shall neither pay for nor reimburse travel expenditures for spouses, dependents or others who are accompanying someone conducting business for the organization unless they, too, are conducting such business.

Solicitation materials and other communications addressed to donors and the public must clearly identify the organization and be accurate and truthful.

Without exception, contributions must be used for purposes consistent with the donor’s intent, whether as described in the relevant solicitation materials or as specifically directed by the donor.

The organization, if a 501(c)3, must provide donors with specific acknowledgments of charitable contributions, in accordance with IRS requirements, as well as information to facilitate the donors’ compliance with tax law requirements.

The organization must have clear, written policies, based on its purpose as a cryonics organization to determine whether accepting a gift would compromise its ethics, financial circumstances, program focus or the well-being of the patients in its care.

The cryonics organization should provide appropriate training and supervision of the people soliciting funds on its behalf to ensure that they understand their responsibilities and applicable federal, state and local laws, and do not employ techniques that are coercive, intimidating, or intended to harass potential donors.

The organization shall not compensate internal or external fundraisers based on a commission or a percentage of the amount raised.

The cryonics organization shall respect the privacy of individual donors and, except where disclosure is required by law, shall not sell or otherwise make available the names and contact information of its donors without providing them an opportunity at least once a year to opt out of the use of their names.

The board shall prepare a written job description for individual board members as well as prepare an annual schedule of meetings, determined a year in advance.

The board she see to it its members receive clear and thorough information materials, including an agenda, to all members two to three weeks before each meeting.

Figure 4: The comprehensive and complete minutes of every directors’ meeting must be recorded on paper, as well as electronically and must be c9ompiled into readily accessible books or volumes for inspection by cryopreservation members or clients at any reasonable time. Similarly, electronic copies of minutes shall also be available so that members distant from the organization’s headquarters may have access to the minutes.

The cryonics organization shall maintain complete and accurate minutes of all meetings which shall be gathered into volumes organized by month and year. These minutes shall be kept at the cryonics organization’s principal place of business and be available for inspection upon the request of any  cryopreservation member or client. Additionally, multiple electronic copies  shall be kept in discrete separate locations to prevent loss due to existential or other disasters and so that they can be made available to members or clients who are far distant from the organization’s principal place of business.

Each board member shall serve on at least one board committee or task force. (For new members, one committee assignment is sufficient.)

The board shall prepare written statements of committee and task force responsibilities, guidelines and goals. These organizational documents, which should be approved by the board chair, are to be reviewed annually, and revised if necessary. The CEO shall assign an appropriate staff member to work with each committee

The board shall create a written system of checks and balances to monitor committee members’ work and assure that tasks are completed on schedule.


The medical model of cryonics as an emergency room (Accident & Emergency) where all comers able to meet the publicly specified requirements of the organization are competently and equally treated, regardless of age, religion, politics, criminal history, gender, sexual orientation, community influence, or celebrity. “Equally” is understood to mean here that all clients will receive the same minimum standards of care set out as being available upon meeting the specified minimum requirements of the organization. It does not imply that higher standards of care may not be paid for by clients able to afford them.  However, it does mean that if such higher standards are offered, or are available for an added fee or other considerations, that all clients shall be apprised of the availability of such non-standard services, as soon as such options are made available.

Figure 5: Cryonics organizations must not discriminate on the basis of age, religion, politics, criminal history, gender, sexual orientation, community influence, or celebrity.

Additionally, the cryonics organization shall adopt the following non-discrimination policy:

The cryonics organization believes that every person has a right to choose and arrange for his or her own cryopreservation and to enjoy its possible benefits of greatly extended lifespan. To this end, the cryonics organization does not discriminate against any person on the basis of race, religion, color, creed, age, marital status, national origin, ancestry, sex, sexual orientation or preference, medical condition, or handicap.

However, nothing in this statement prevents the cryonics organization from avoiding any situation that genuinely threatens the health or safety of cryonics organization employees, volunteers, patients in cryopreservation, or the public, or from requiring reasonable medical evaluations in some instances where a genuine threat to health or safety may be suspected to exist, or where the legal status of an individual with regard to mental competency may be in question.

Feedback, Quality Assurance & Quality Control

Quality control measures which provide feedback about the nature and effectiveness of all of the organization’s procedures will be publicly disclosed in an open and timely fashion. This is understood to include not only medical, cryobiological, patient care, or other technical and scientific procedures, but also financial, administrative and business procedures as well. Both classes of disclosure, technical and administrative, will be discussed with varying level of detail in this document. In administrative areas where there are long established and demonstrably workable resources, the discussion will be more superficial. In technical, ethical and other areas where there is little or no precedent, the discussion will be exhaustive and often accompanied by detailed examples of the required work product.

The clear message of this point is that a culture of openness and accountability is perhaps the most important ingredient to the long term success of any cryonics organization or, for that matter, any quality scientific, technical, or medical institution.

It is important to digress briefly here and discuss the problematic nature of such a high degree of accountability with respect to cryonics organizations, in particular. All human institutions, whether cryonics organizations or otherwise, find this level of accountability difficult to achieve. There are many reasons for this; however these two are by far the most significant: the basic human desire to avoid owning failure, error or misdeeds, and the ammunition public knowledge of failure, error, or misdeeds provides an enemy[1] — which segues into the next point.

Need for a Defensive Organization (a.k.a. Cryonics Defense League)

Cryonics as a whole has become fear-driven and in nearly constant crisis mode. Crises driven operation is necessarily mostly reactive rather than proactive. This is not how any successful organization advances scientifically or financially. Indeed, it is not how success is achieved in any area of organizational operations, even in successfully defending the organization in the long run. Because of this situation it is especially difficult for cryonics organizations to have a high level of accountability, even about seemingly harmless facts pertaining to their procedures and policies, because cryonics is not an established business institution, has an (arguably) increasing number of serious enemies, is widely misunderstood, has been subject to unjustified distortion and sensationalism, has been subjected to repeated rounds of invasive and destructive media siege, and is increasingly coming under governmental scrutiny. Under such circumstances it is completely understandable for a “bunker mentality” to develop.

Further, in order to protect its human cryopatients, a cryonics organization may have to develop not only a bunker mentality, but very aggressive and covert means to defend the well being of its patients. The author has spent the past several years reading extensively the history of emerging medical, social, political and religious movements. In no case was social acceptance or tolerance of any major paradigm changing movement achieved without the use of force and fraud. I even include Darwin’s theory of evolution in this analysis since, as Stephen Jay Gould noted just a few years ago in his book The Structure of Evolutionary Theory, Evolution is neither widely understood nor accepted – this, more than a hundred years after it was publicly espoused.

Cryonics organizations need a separate, defensive organization which can act semi-covertly or covertly as needed to deal with lethal threats, which all conventional approaches have failed to stop. Separating defensive capability from other operations would allow accountability to continue in every area of operations except the last and most desperate measures needed for defense of patients and members. This would allow some measure of psychological tranquility to exist in the organization as a whole, even in the midst of extreme threats, and thus for business as usual to continue and a high degree of experimentation and openness to be maintained even under difficult circumstances.  The most immediate analogy is one of the intelligence and military apparatus of a nation-state. Because these assets exist in a hostile world it is not necessary for citizens, businesses, churches, or charities to anguish over every threat to their existence. Yes, in times of severe crises, or all out attack, all of these entities may divert some or all of their efforts, attention, and support to the crisis, but on a daily basis, it is not necessary that they be consumed with the problems of their own defense. However, more relevant analogies would the Jewish Defense League (JDL) or the Worldwide Guardian Office employed by Scientology.

Until cryonics organizations can rely on a defense force which is competent and properly equipped to deal with even the worst crises, the organization as a whole will be drained of energy and other resources, and most importantly, will be paralyzed by anxiety, and become increasingly afraid to take any actions which expose more of its flank to attack. This is a response characteristic of most life forms more complex than viruses, and is one which must be dealt with. Every organization charged with protecting the survival of its members has such defensive mechanisms, from the amoebae to the U.S. Federal Government.  This is a critical need, which has heretofore been unappreciated in cryonics. The absence of such a defensive mechanism in cryonics is the principal cause of the increasing risk-averseness, and willingness to surrender authority over patients to the regulatory bodies of nation-states.

End of Part 1

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Cryonics: Failure Analysis, Lecture 1, Initialization Failure, Part 3 Mon, 16 Apr 2012 07:31:24 +0000 chronopause Continue reading ]]>

By Mike Darwin



While this small corps of serious and honest people was hard at work trying to re-launch cryonics on a solid footing, the legacy of the first era of careless and irresponsible cryonics activity was maturing into what can only be described as a failure of truly catastrophic proportions.


As early as 1965 Ettinger had appeared on national television and, in effect, endorsed cryonics operations which were either outright frauds, or were operated by an incompetent sociopath. No effort was made to verify any claims made, and all attempts to establish minimum standards for financial and technical conduct were rebuffed.


Wealthy and influential individuals with a deep personal interest in cryonics were put in touch with charlatans and con men that took their money and promptly disappeared. The men who appear on this slide were giants in their respective fields of music, television and cardiothoracic surgery. All were soon alienated by con artists such as Milgram and Gold


These internationally known and respected celebrities experienced similar mishandling, with similar results.


When the long awaited ‗freezing‘ of the first man took place on 12 January, 1967, the man in charge was Robert F. Nelson, aka Frank Bucelli, a Santa Monica TV repairman. Bucelli was much more than a TV repairman; he was a convicted felon with a long criminal record beginning in his youth; including violent offenses such as assault and battery as well as numerous charges, and several convictions for fraud and theft.

This background had been uncovered in 1966 by CSNY President Curtis Henderson, who had commissioned an investigative report on Nelson/Bucelli by the Pinkerton Agency, the most respected private detective service in the US at that time. This report was forwarded to Ettinger – but no action was taken. Nelson “froze the first man,” and in so doing he established the conditions under which cryonics would subsequently be practiced: lots of superficial media attention giving the appearance of openness and transparency, while at the same time operating in virtually complete secrecy from both the membership of his cryonics society (the Cryonics Society of California: CSC) as well as the press, the public and the regulatory authorities.


At the press conference CSC held following Dr. Bedford‘s freezing, the media were told that the first man had been frozen under “controlled conditions.” That a physician had been standing by with a mechanical CPR device (a Westinghouse Iron Heart) and that CPR had been initiated as soon ―as the patient‘s heart stopped,‖ followed by immediate packing in ice and cryoprotective perfusion and cooling to dry ice temperature (~ -77◦C).

The Method: Description of the “Method for Freezing Humans,” By Dante Brunol, M.D., In: Robert F. Nelson, We Froze The First Man, Dell, New York, 1968, pp. 136-156.


Subsequently, an elaborate protocol that was purported to have been used called ‗The Method,‘ was circulated to cryonics society officials across the US, and shortly thereafter published in a supposedly factual book about Dr. Bedford‘s cryopreservation produced by Nelson in collaboration with a professional writer, Sandra Stanley (We Froze the First Man).


The Press Release: “The first reported freezing of a human at death, under controlled conditions, occurred on Thursday, January 12, 1967.” Robert F. Nelson, We Froze The First Man, Dell, New York, 1968, p. 72.

There has been a great deal of effort of late to portray Nelson as a victim of circumstance, as a well intentioned man who ―got in over his head and handled it badly.‖ Nothing could be further from the truth. As the press release quoted on this slide makes clear, Nelson lied, and he lied from the start. Dr. Bedford‘s cryopreservation in no way even remotely matched the brief description in the press release announcing his “freezing.”


Nor was the reality of what had in fact happened in any way reflected in the myriad of subsequent media stories chronicling Dr. Bedford‘s cryopreservation. The media reported what they were told, principally that Dr. Bedford had received immediate post cardiac arrest cardiopulmonary support, cryoprotective perfusion with a DMSO-containing perfusate, and controlled cooling to dry ice temperature (~ -77◦C).


This slide graphically documents what the cryonics community and the world were told had been done for Dr. Bedford. The Amtec roller pump pictured here is the very model that is said to have been used in ‗the method‘ employed to cryoprotect and freeze Dr. Bedford. This newspaper article detailing his cryoprotective perfusion is the very article that caused me to become involved in cryonics in 1968.


It wasn‘t until the mid-1970s that I began to piece together a very different story of what had happened to Dr. Bedford on that January night in 1967. A picture began to emerge of negligence fused with gross incompetence. When Dr. Bedford was pronounced legally dead, Nelson was nowhere to be found. There was no answering service, no list of numbers where he might be reached, and no equipment or supplies assembled, tested and at the ready.

It was, in fact, hours before Nelson could be located. There was no oxygen to power the heart lung resuscitator. The Amtec pump was owned by CSNY, not CSC, and there was in fact no pump, no perfusion and not even a cooperating mortuary.


On 25 May, 1991, I at last had the opportunity to see for myself what Nelson and his cohorts had done to Dr. Bedford. On that sunny spring day we removed Dr. Bedford from his inefficient horizontal dewar to place him in an upright, “Bigfoot,” multi-patient storage vessel.

With careful preparation, this allowed us to examine Dr. Bedford externally, document his condition and take some (peripheral) tissue samples. We placed him in a large, foam insulated, open-topped tank of liquid nitrogen. This allowed us to examine him and evaluate his condition while keeping him continuously submerged in liquid nitrogen, thus precluding any danger of warming him.


This afforded us an opportunity to examine him for the first time in 24 years. Now, you too will have the same opportunity.


This is the reality of the “care” that Nelson gave Dr. Bedford. He was not perfused, but rather pin-cushioned with syringes of either neat, or highly concentrated DMSO. The large areas of scalded looking skin are probably a result of the hemolytic action of the DMSO solution which was being injected into the vicinity of the carotid arteries in the neck.

The frozen bloody exudate from his mouth and nose is a result of incompetently performed manual chest compressions administered in an attempt to ‗circulate‘ the DMSO to his brain and other vital organs.


This deceit and evasiveness alienated competent individuals and caused a cascade of problems that made the environment for cryonics more hostile. This in turn contributed to the lack of adequate capitalization and denial of access to high quality profession and technical services such as physicians, cryobiologists, businessmen and cryogenic equipment manufacturers.

It also provoked intense hostility from the scientific community at large and last, but by no means least, it resulted in Chatsworth. Nelson‘s lies hadn’t stopped with Bedford and they would not end until cryonics was nearly destroyed by his misconduct at Chatsworth where 9 people were found to have been allowed to thaw out (or in some cases had never been

frozen at all) and decompose under shocking conditions. Chatsworth resulted in a nearly decade long hiatus in progress in cryonics and the number of people cryopreserved dwindled to less than 1 per year during the interval of 1975 to 1987!



While fraud and deceit drove the failure of cryonics on the West Coast of the US, other factors were in play on the East Coast. In contrast to CSC, CSNY was operated in an open, above board and honest manner. While CSC‘s patients were decomposing at Chatsworth, CSNY‘s patients were relatively well cared for. In a sense, cryonics existed as two parallel universes a continent apart. This had a polarizing effect, dividing the few cryonics adherents who existed at that time (both the committed and the less so) into opposing camps; each suspicious of and unable to cooperate with the other.


On the East Coast, CSNY was making mistakes that would also prove damaging and eventually lethal. While fraud was not an element in these errors, lack of planning and foresight certainly contributed mightily. CSNY and its brother organization Cryo-Span, Inc. had no business plan, no protocols or procedures for delivering the technical aspects of care, and no emergency communication or response system. As CSNY‘s

President, Curtis Henderson was later to say, “We were just making it up as we went along.” On 28 July, 1968 CSNY cryopreserved its first member, Steven J. Mandel.

In the slides that follow I want to give you some visual images that will hopefully provide you with a feeling for what cryonics was like at that time, both in terms of its technology and in terms of its public image.


Steven was a 24-year-old aeronautical engineering student from New York City who was already gravely ill when he made arrangements with CSNY and purchased his life insurance. In fact, he was uninsurable, and experienced legal death well

before the non-contestability period of the policy had elapsed. There was no money to pay for the immediate expenses of perfusing and freezing him, let alone to cover the cost of indefinite storage in liquid nitrogen. This situation became known to the management of CSNY within days of Steven‘s cryopreservation.


Despite the absence of funding, CSNY proceeded to place Steven into long term storage and rely upon promises from his mother, Pauline Mandel, to provide regular payments for his long term care.


This decision was made for many reasons including lack of experience, naiveté, and a strong desire to ‗keep up with the Nelsons‘ and garner media attention which it was believed would further the program and attract additional members and customers.


This decision depleted the organization of its capital equipment and cash and subjected it to the considerable expense in time and money of operating a storage facility for whole body patients. While in some ways this was beneficial in that it ‗forced‘ these facilities into existence and also forced the principals of CSNY to confront the logistic, technical and business realities of actually delivering human cryopreservation services, it did not provide them with either the capital or human resources to do these things effectively.


Unlike Nelson, who was able to show impressive drawings of his non-existent facility, CSNY had to be content with exposing its modest, indeed crude appearing operation to public scrutiny. The rough nature of the operation, housed as it was in the groundskeepers‘ room of a Long Island cemetery did not inspire confidence in the public or in CSNY’s own members.


Despite, and in large measure because of these difficult experiences, Curtis Henderson became focused on developing reliable cryogenic storage equipment, and one beneficial outcome of CSNY‘s efforts was the creation of the first reliable and cost-effective equipment for human cryogenic storage, the Minnesota Valley Engineering dual patient upright, Superinsulated™ high vacuum dewar.

The previous horizontal units manufactured by Cryo-Care Corporation of Phoenix, AZ were notoriously unreliable and very inefficient making long term care cost-prohibitive.


Because the patients accepted by CSNY were all third-party cases – situations where the relatives had either initiated cryopreservation or were expected to pay for it, decisions about how patient‘s were cared for became disconnected from rational, scientific or even simple and straightforward technical requirements. The relationship of the cryonics organization was not with the patient, but rather with his next-of-kin.


When the MVE dewars were first put into service in August of 1969, it was argued that for commonsense reasons of safety, patients should be racked in the dewar in a head down position. In the early 1970s I argued strenuously that in addition to providing extra protection in the event of vacuum failure, racking patients in a head-down position in the dewar would prevent the enormous thermal cycling that the head and brain were experiencing each time the unit was topped up with liquid nitrogen (i.e., quench cooling of the head from ~ -145oC to -196oC in a matter of minutes).

This proposal was met with fierce opposition by relatives, and (some) CSNY members, alike. Emotional and public relations considerations were paramount. I was told, “We can‘t have our patients in there upside down standing on their heads! People will really think we are crazy!” If you look carefully at the photo of the patient at the upper left of this slide, you can see a line demarking the liquid nitrogen level. Because liquid nitrogen is dispensed in 160 liter containers the liquid level after filling had to be allowed to fall to approximately mid-chest level, exposing the upper body to a continuous series of cycles of cooling and warming with a delta T of ~50oC.


The third party problem was greatly exacerbated when CSNY cryopreserved Ann DeBlasio in January of 1969. Mrs. DeBlasio was the wife of a blustering and contentious New York City police officer who often ended discussions by waving his firearm menacingly.


DeBlasio, seen looking in through the doorway as his wife‘s dewar is consecrated by the family priest, Rev. Severio Mattei, had no idea of what cryonics was really like.

Understandably, he expected a professional operation with a solid technical basis and, at least, a reasonable aesthetic front. What he was confronted with were a group of people who defied convention in almost every way and a primitive facility that could not even be locked and where groundskeepers tossed their cigarette butts onto the floor and left the waste from their lunches on his wife‘s temporary storage container.


So, while Ann DeBlasio became CSNY‘s second patient in long term storage, the situation was not stable and there was dissatisfaction and unhappiness on all sides.


This cramped, crude CSNY facility, coupled with a lack of professionalism and the absence of a business-like approach crippled, and arguably destroyed CSNY – and did much to injury cryonics as a whole.


While the men who ran CSNY were honest and made no attempt to hide their shortcomings, they nevertheless projected, through their publications and literature, an image of competence and skill that was wholly lacking. In fairness, they understood much of what needed to be done, but having committed themselves to the formidable and unrelenting task of actually delivering cryogenic care (in the absence of adequate resources) it became virtually impossible for them to pursue the proper course of action.

End of Initialization Failure, Part 3


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Cryonics: Failure Analysis: Lecture 1: Initialization Failure, Part 2 Sun, 15 Apr 2012 19:46:56 +0000 chronopause Continue reading ]]>

By Mike Darwin



The core ideas of cryonics, that death is a function of remaining biological structure (information), technological sophistication, and that deep cooling can arrest decay and preserve structure indefinitely to await resurrection by a more sophisticated future medical technology were first promulgated by Robert Chester Wilson Ettinger in a science fiction story, The Penultimate Trump, in 1948.


Ettinger did nothing beyond laying the idea out in his story until 1962, at which time he began to be concerned that no one else had come to the same conclusions he had. It occurred to him that if he did not act to at least inject the idea into the culture, he might not benefit from it himself. Ettinger, in turn, had been inspired to create cryonics based on a 1931 science fiction story, The Jameson Satellite by Neil R. Jones, in which one Professor Jameson has his body rocketed into orbit following his death where he remains, frozen, until many millennia later his brain is removed and repaired by aliens, the Zoromes, who place him in a robotic body and allow him to accompany them on their romps around the galaxy.


At about the same time, an intellectual and remittance man named Evan (Ev) Cooper had come to the same conclusions as had Ettinger and he privately published a manuscript that proposed a “freezer program.” Cooper, unlike Ettinger, had no scientific training and his proposals for using arctic or Antarctic storage lacked scientific rigor.


In 1964 Ettinger published The Prospect of Immortality after it passed scientific review by universally respected experts at the time, such as Isaac Asimov and the maverick cardiac surgeon and cryobiologist Richard Lillihei.


Aside from the idea of cryonics, Cooper and Ettinger had a number of other things in common. Both men were intellectuals (academic-types) who possessed large personal libraries, read voraciously and were described by their contemporaries as “visionaries” preoccupied with ideas. Both men sought leadership positions, and both men looked to others (governments, NGOs, corporations, entrepreneurs) to subsume and implement cryonics.


Their personalities were those of the classic introvert. I want to be at pains to point out that this is in no way a criticism of either man. In general, we do not get to pick our personalities or temperaments, and these men were what they were: there is no fault or blame involved in being either an extrovert or an introvert.


Both men saw cryonics as integrating into and augmenting the existing cultural paradigm; Cooper, from a left of centre perspective, believed cryonics should be implemented by the United Nations and administered from a top-down, central-planning perspective as a public welfare measure, while Ettinger, from a right of centre perspective, envisioned cryonics being implemented by large corporations and entrepreneurs offering a wide range of services in a largely laissez faire manner.


Nevertheless, these traits had consequences for cryonics that were, on balance, not conducive to its successful launch. Things might have been different if either man had had a Huxley to his Darwin – a vigorous, outspoken, charismatic, articulate and, above all, honest and well informed advocate of their ideas.


Precisely for the reasons outlined above, two highly influential men who understood cryonics, and believed in its technical feasibility, rejected it, one personally and privately, and the other vocally and publicly. The science fiction writer, savant and media darling Isaac Asimov, understood immediately that cryonics would up-end the existing order and ultimately lead to a fundamental transformation of mankind into something other than human. He found this extremely disturbing and “unnatural,” and wrote and spoke extensively against cryonics on social, environmental and moral grounds.

The widely respected science fiction author and futurist Fred Pohl also understood the likely workability of cryonics and in fact wrote a very positive cryonics themed novel, The Age of the Pussyfoot (first published in 1966). Pohl rejected cryonics exclusively on the basis of survivorship guilt and concern over his ability to adapt to a world transformed by technologies even he might not be able to imagine. Pohl actually turned down an offer for a no-cost cryopreservation from me and several others active in cryonics on September 1st, 1979, and he expressed his reasons for doing so pleasantly, articulately and in person.

FIRST ERA: 1964-1972


Despite these shortcomings and setbacks, cryonics was initially received fairly well in the US. There was enormous publicity and most of the initial newspaper, radio, magazine and

TV coverage was open minded, and not infrequently positive. There was a great deal of public interest, and media appearances by Ettinger, and others, typically resulted in hundreds of requests for information.


But the culture, both scientific and popular, was woefully unprepared for the idea. It is difficult, today, to communicate what the world was like in 1964. The discovery of the structure of DNA was only 11-years old, CPR was only 4-years old (Leonard Cobb would not hold the first citizen CPR training sessions in Seattle, WA until 1972 (8 years later), the Uniform Determination of Death Act was not passed until 1978 (14-years later) and the first heart transplant was 3-years in the future (1967). People uniformly saw life and death as binary states and the idea that the soul, or some other mystical life force left the body at, or shortly after the moment of death, was nearly universal in the general population.


Recovery from apparent (clinical) death which, is now widely understood and taken for granted, was a new phenomenon in 1964, and the Emergency Medical System (EMS) as we understand it today, did not exist. In most communities the mortician‘s hearse doubled as the ambulance and the person most likely to transport you to the hospital if you were gravely ill or injured was your local Funeral Director, or one of his embalmer employees.


It is debatable whether these formidable cultural obstacles could have been overcome. But what is not in dispute is that overcoming them was hopeless in the absence of careful planning and entrepreneurship of the cryonics idea. Both Ettinger and Cooper abdicated any responsibility for implementation of cryonics to others, and neither made any real efforts at a first approximation of the technological specifications or necessary business planning.

In Ettinger’s case, he uncritically and actively endorsed con men, frauds and the incompetent – actions that were to badly damage the credibility of cryonics with people of means and influence, as well as those in the scientific community and the professions.


Powerful, paradigm changing ideas require careful husbandry and meticulous planning. A good example of this that stands in sharp contrast to cryonics, is the idea of molecular nanotechnology, as first articulated and promulgated by Eric Drexler. Drexler understood not only the potential benefits of nanotechnology, but also its downsides: its nearly endless capacity for harm, ranging from mischief to catastrophe.

He also understood the need to back up general statements and assertions about the capabilities of nanotechnology with detailed scientific analysis and modeling. He did not write Engines of Creation and stop there; he followed through with Nanosystems, and he surrounded himself with talented, honest, competent and articulate people who could and did promote his ideas in a responsible way – to extraordinarily favorable reception. It is worth noting that Drexler, like Ettinger and Cooper, is also an introvert who shares most of the same personality traits with both men.


Drexler was both a scientist and an engineer, and he approached communication of his ideas to both the scientific community and the public, with care and precision. He clearly defined terms and, where necessary, created new language to express ideas that could not be effectively communicated otherwise. By contrast, those promoting cryonics gave no thought to making important semantic distinctions, such as the difference between the sloppy and imprecise contemporary medico-legal definitions of death, and the new reality that cryonics implied.


Similarly, identification and alliance of cryonics with the mortuary and cemetery trades (as opposed to the medical and scientific professions), and failure to develop any in-house standards of care; either technical or financial; lead to a total failure to professionalize cryonics.


This in turn led to the empowerment of amateurs and laypersons, usually with “outsider” personalities, often with accompanying deficits in social and emotional intelligence. These people attracted dysfunctional and sometimes frankly sociopathic personalities as members (and sometimes as activists). The problem of sociopaths in positions of power and authority in cryonics is a serious one which I will return to in detail later in these lectures.


In a rare moment of candor, Ettinger came close to acknowledging this interpretation of the failure of cryonics to launch, as possibly being material to how things turned out, and implicit in this statement is the acknowledgement that cryonics ‗failed,‘ that it did not succeed in either becoming a dominant force in the culture, or even in establishing itself as a respected (or feared) minority player. Consider, by contrast, the outcome for Scientology, a movement started by another of Ettinger‘s cohorts (fellow science fiction writer L. Ron Hubbard) 11 years earlier, in 1953.

Today Scientology is a multimillion dollar enterprise that makes or breaks legislation in the US, elects representatives to Congress, tell the IRS what to do, and has at least 50,000 hard core adherents in the US alone. While it is a tiny entity, and has by no means come to dominate the culture, it has managed to survive withering attacks and to carve out a place of safe harbor and exert enormous political influence relative to its size. That happened because of careful planning and clever strategizing. It was no accident and it was by no means inevitable.


And this brings us to the all important question, ―What was, at a minimum, required to launch cryonics successfully in 1964 – and perhaps more to the point, what are the implications for cryonics today; particularly as it is presented to new cultures that are effectively tabula rasa with respect to cryonics? The former Soviet Union and China are two prime examples of places where cryonics has not penetrated the culture: or is just beginning to.

Are there lessons to be learned and mistakes to be avoided from the first period of failure in the US? Are the nascent cryonics groups in these ‗new markets‘ behaving responsibly, are they repeating the mistakes made by those of us in the US from 1964 to 1972?

To answer that question it is necessary to spec out what should have happened in 1964. First, there needed to be a thorough explication of all the required technical elements of the program including necessary equipment (all phases of program), required personnel and their qualifications, an analysis of the market and obstacles to implementation of the proposed program. And, of course, essential to any complex enterprise, there needed to be a business plan including corporate structure (profit, NGO, etc.), cost estimation, timeline to implementation…and so on. None of his was done.


To make clear what I‘m talking about here, I’ve created a block diagram of the vital elements of any cryonics operation, whether being created in 1964, or today. This is the bare minimum framework of functional elements required. Each of these, in turn, breaks down into supporting subsystems.


As an example, I’ve chosen the Emergency Response System (ERS) because it is the first link in the chain of member recovery in the event of life threatening illness or cardiac arrest. If the Cryonics Society (CS) can neither be reached nor respond when members or clients need them, then they have little to offer in the way of effective services, and certainly, they have nothing to offer in terms of confidence.

I’ve also listed every item, from cotton balls to capital equipment, required to undertake stabilization and transport based on what the technology available in 1964. These assets, both physical and organizational, may seem impossible to have achieved then, and may seem equally impossible to achieve now, in places where cryonics is starting over, or starting out for the first time.


However, history shows this is not the case, and I am in the unique position of having been both a witness and a participant in events that prove that it was possible to put all of these critical elements in place using a handful of people and far less resources (dollars expended) than were brought to bear on the failed launch of cryonics during the first 8 years of its existence in the US.

This slide shows what was achieved by 4 activist individuals who were part of a group of less than 30 people. Single-handedly, the Chamberlains wrote a comprehensive procedure manual and established best practices documentation (Standard Operating Procedures; SOPs in the US and Canada) to support it. They detailed protocols for taking call (responding to an emergency when the Alcor pager went off), hired a medical answering service to field emergency calls, developed and deployed emergency response kits and trained volunteer staff to administer cryonics first aid: manual & mechanical CPR, external cooling, anticoagulation & buffer administration, and transportation of the patient.

They built and tested perfusion equipment, contracted with an ambulance company and mortuary for technical and transportation services and, finally, constructed a mobile perfusion facility where cryoprotective perfusion and freezing could be carried out.

In addition to all of this, they kept the books, put out a technical publication, Manrise Technical Review, and practiced and drilled relentlessly to hone their skills and familiarize themselves with the equipment they would be using. And before they did any of this, they created a business plan which was realistic and scaled to the (very small) market they estimated they would be servicing.

And, I should add, all of us were employed full time during this period at demanding jobs; Linda was an executive secretary, Fred was an IEEE at the Jet Propulsion Laboratories and I was a full time student putting in 30-40 hr/wk at McDonald‘s (literally making hamburgers). Total dollars expended (adjusted for inflation) = $350,000.


Data collection sheets, flow charts and thorough documentation on how to use equipment, prepare perfusate and carry out cryoprotective perfusion and freezing were all put in place and rigorously validated before the first Alcor patient presented for care in the summer of 1976. Our competence and attention to detail had the effect of quickly attracting the best

and brightest in cryonics to Alcor (and Trans Time) and our professionalism ultimately attracted and deeply involved medically competent individuals such as Allen McDaniels, M.D., Jerry Leaf, Virginia Jacobs, and others. To approach cryonics with anything less than this is not merely to invite disaster, it is to ensure it.

 End of Initialization Failure, Part 2

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