Kish was born, into a difficult family situation. His younger brother, Keith, was also born with retinoblastoma — it’s genetic, though neither of Kish’s parents had the disease. Doctors managed to save enough of Keith’s eyesight so that he doesn’t need echolocation. He’s now a middle school English teacher. Kish’s father, who worked as an automobile mechanic, was a physically abusive alcoholic, and his mother left him when Kish was six.

Kish can hardly remember a time when he didn’t click. He came to it on his own, intuitively, at age two, about a year after his second eye was removed.

If you saw Kish walking down the street you’d hear him make repeated clicking sounds with his tongue — click! click! click! — as he weaves through traffic or ducks to miss tree branches. The clicks usually aren’t terribly loud, but they come at a continuous clip.

He makes the sound more often when he’s a bit confused or comes to an intersection. Other times he’s silent as he walks with the help of a cane. Many blind children make noises in order to get feedback — foot stomping, finger snapping, hand clapping, tongue clicking. These behaviours are the beginnings of echolocation, but they’re almost invariably deemed asocial by parents or caretakers and swiftly extinguished.

Kish was fortunate that his mother never tried to dissuade him from clicking. “That tongue click was everything to me,” he says.

Kish does not go around clicking like a madman. He uses his click sparingly and, depending on his location, varies the volume. When he’s outside, he’ll throw a loud click. In good conditions, he can hear a building 1,000 feet away, a tree from 30 feet, a person from six feet. Up close, he can echolocate a one-inch diameter pole. He can tell the difference between a pickup truck, a passenger car, and an SUV. He can locate trail signs in the forest, then run his finger across the engraved letters and determine which path to take. Every house, he explains, has its own acoustic signature.

He can hear the variation between a wall and a bush and a chain-link fence. Bounce a tennis ball off a wall, Kish says, then off a bush. Different response. So too with sound. Given a bit of time, he can echolocate something as small as a golf ball. Sometimes, in a parking garage, he can echolocate the exit faster than a sighted person can find it.

He went to mainstream schools and relied almost exclusively on echolocation to orient himself, though at the time neither he nor his mom had any concept of what he was doing.

“My parents did not limit me, they did not restrict me from anything. They were not at all concerned about my blindness, and raised me just like any other child,” he says.

He was raised with almost no dispensation for his blindness. “My upbringing was all about total self-reliance,” he writes, “of being able to go after anything I desired.” His career interests, as a boy, included policeman, fireman, pilot, and doctor. He was a celebrated singer and voracious consumer of braille books. He could take anything apart and put it back together — a skill he retains.

He is so accomplished at echolocation that he’s able to pedal his mountain bike through streets heavy with traffic and on precipitous dirt trails, He rode his bike with wild abandon. He said “I used to go to the top of a hill and scream ‘Dive bomb!’ and ride down as fast as I could,” he says. This is when he was eight. The neighbourhood kids would scatter. “One day I lost control of the bicycle, crashed through these trash cans, and smashed into a metal light pole. It was a violent collision. I had blood all over my face. I picked myself up and went home.”

He climbs trees. He camps out, by himself, deep in the wilderness. He’s lived for weeks at a time in a tiny cabin a two-mile hike from the nearest road. He travels around the globe. He’s a skilled cook, an avid swimmer, a fluid dance partner. Essentially, though in a way that is unfamiliar to nearly any other human being, Kish can see.

He attended the University of California Riverside, then earned two master’s degrees — one in developmental psychology, one in special education. He wrote a thesis on the history and science of human echolocation, and as part of that devised one of the first echolocation training programs.

The thesis was the first time Kish really studied what he’d been doing all his life; it was the beginning, as he put it, of “unlocking my own brain.” He then became the first totally blind person in the United States (and likely the world) to be fully certified as an orientation and mobility specialist — that is, someone hired by the visually impaired to learn how to get around.

Daniel Kish has used clicking sounds to detect objects and to make his way around them. But it was only when he was around 18 that he found what he was doing was called “human echolocation”. He makes clicking noises with his mouth and uses the sound waves reflected by the surrounding objects to identify their location and size. This acoustic process is similar to what bats and dolphins do to navigate.

Human echolocation is the ability of humans to detect objects in their environment by sensing echoes from those objects. By actively creating sounds – for example, by tapping their canes, lightly stomping their foot or making clicking noises with their mouths – people trained to orientate with echolocation can interpret the sound waves reflected by nearby objects, accurately identifying their location and size. This ability is used by some blind people for acoustic way finding, or navigating within their environment using auditory rather than visual cues. It is similar in principle to active sonar and to the animal echolocation employed by some animals, including bats, dolphins and toothed whales.

Echolocation has been further developed by Daniel Kish, who works with the blind, leading blind teenagers hiking and mountain-biking through the wilderness and teaching them how to navigate new locations safely, with a technique that he calls “FlashSonar”,through the non-profit organization World Access for The Blind.

He now trains other blind people in the use of echolocation and in what he calls “Perceptual Mobility”.Though at first resistant to using a cane for mobility, seeing it as a “handicapped” device, and considering himself “not handicapped at all”, Kish developed a technique using his white cane combined with echolocation to further expand his mobility.

Daniel created the first systematic, comprehensive echolocation curriculum for advanced training. So advanced are the results of this training that Daniel has coined the term “Flash Sonar” to underscore the advantages to his specific approach to the advanced instruction and use of active echolocation in contrast to traditional approaches to echolocation, which he believes to be rudimentary by comparison.

Daniel and some of his students have applied FlashSonar combined with other techniques to riding bicycles independently at moderate speeds through unfamiliar environments, and to participate effectively and independently in other complex activities such as skating, ball play, and solo wilderness travel.

There are two reasons echolocation works. The first is that our ears, conveniently, are located on both sides of our head. When there’s a noise off to one side, the sound reaches the closer ear about a millisecond — a thousandth of a second before it reaches the farther ear. That’s enough of a gap for the auditory cortex of our brain to process the information. It’s rare that we turn the wrong way when someone calls our name. In fact, we’re able to process, with phenomenal accuracy, sounds just a few degrees off-center. Having two ears, like having two eyes, also gives us the auditory equivalent of depth perception. We hear in stereo 3-D. This allows us, using only our ears, to build a detailed map of our surroundings.

The second reason echolocation works is that humans, on average, have excellent hearing. We hear better than we see. Much better. On the light spectrum, human eyes can perceive only a small sliver of all the varieties of light — no ultraviolet, no infrared. Converting this to sound terminology, we can see less than one octave of frequency. We hear a range of 10 octaves.

We can also hear behind us; we can hear around corners. Sight can’t do this. Human hearing is so good that if you have decent hearing, you will never once in your life experience true silence. Even if you sit completely still in a soundproof room, you will detect the beating of your own heart.

Quotes of Daniel Kish

“I don’t remember when I started using echolocation, for I have been doing it ever since I was a child. But would credit my parents for inspiring me to discover it. They were not overprotective and did not treat me like someone who would not be able to achieve what they expected of him.I
“What I can do is not important. What is important is what I can teach others to help them.”

Make a point of regularly challenging what you think you know. Most of it is based on assumptions that have been programmed into us by a society which doesn’t necessarily have our best interests at heart. If we challenge what we think we know, there is a chance we can break out of that and begin to touch what is real.”“

By and large, Blind people are taught to be dependent on sighted people — in part because 99% of them, he said, are taught by people who can see. He was once asked by a colleague what he thought the biggest problem was with being blind. “My biggest barrier is people,” he answered. “Especially sighted people.”

Young people, says Kish, are especially hard-hit. “Most blind kids hear a lot of negative talk. ‘Don’t do this, don’t do that, don’t move. No, here, let me help you.’ The message you get, if you’re blind, is you’re intellectually deficient, you’re emotionally deficient, you’re in all ways deficient.”

Daniel asserts that the liberation of blind people depends upon the awareness that blindness bears no intrinsic shame or deficiency. Rather, the deficiency lies primarily in the quality of interaction between the world and the blind. Daniel is deeply dedicated to helping unlock the ability of blind people to challenge these limiting forces with personal assurance and strength, and to stand at last on their own merits in camaraderie and equality with sighted people.

Kish, is the first totally blind person to be a legally Certified Orientation and Mobility Specialist (COMS) and to hold a National Blindness Professional Certification (NOMC).

Daniel Kish is President of World Access for the Blind, a non-profit founded in 2000 to facilitate “the self-directed achievement of people with all forms of blindness” and increase public awareness about their strengths and capabilities.

World Access offers training on how to gracefully interact with one’s environment, using echolocation as a primary tool. So far, in the decade it has existed, the organization has introduced more than 500 students to echolocation. Kish is not the first blind person to use echolocation, but he’s the only one to meticulously document it, to break it down into its component parts, and to figure out how to teach it. His dream is to help all sight-impaired people see the world as clearly as he does.

Visit website of World Access for the blind by clicking this link

http://www.worldaccessfortheblind.org

What Kish envisions is the next leap in human echolocation. His idea is to become more like a bat.

Bats are the best. Some can fly in complete darkness, navigating around thousands of other bats while nabbing insects one milli meter wide. Bats have evolved, over millions of years, to possess the ideal mouth shape and the perfect ear rotation for echolocation. They can perceive high-frequency sound waves, beyond the range of human hearing — waves that are densely packed together, whose echoes give precise detail.

There is evidence that humans could be that good. Bats have tiny brains. Just the auditory cortex of a human brain is many times larger than the entire brain of a bat. This means that humans can likely process more complex auditory information than bats. What we’ll require, to make up for bats’ evolutionary head start, is a little artificial boost.

Kish uses his ears to see. When he walks around unfamiliar places — he loves hiking — he clicks his tongue and then listens as that sound bounces off nearby objects. He says he’s trained his brain to turn these sounds into an image of sorts — an auditory map he follows with the help of a cane.

Kish has helped Vikram, who plays a RAW agent in A.L. Vijay’s Tamil feature film Thaandavam, play a visually challenged person. He has also planned to visit Chennai and train blind people in echolocation techniques.

Visit these links to view video of Daniel Kish in action.

Though Daniel Kish is suffering due to blindness from childhood, he has the vision to change the future of blind by popularising the concept of echolocation which helps blind people to lead an independent life without the support of others. His inspiring success story will definitely motivate many people to strive for success in an independent manner.

Courtesy: http://mensjournal.com and http://www.worldaccessfortheblind.org

Erik was born in 1968 with a rare eye disease called retinoschisis. The disease rendered him legally blind. It progressed into glaucoma, and by age 13 Erik was totally blind.By the time he got to high school, Erik was completely blind. At first, he had a difficult time admitting his loss of vision, but ultimately he faced it and decided he wouldn’t let it hold him back.

In his book, Erik explains: “Prior to my going blind, I wasn’t allowed to participate in any contact sports; my weak retinas might break away faster. Now that I was totally blind, there were no limitations; there was no more risk of me losing my remaining sight. In a sordid way, going blind had set me free.”

The summer after his freshman year, Erik attended wrestling camp. Just as things were starting to fall in to place, Erik was hit with another devastating blow – his mother was killed in an accident. For Erik this was even more horrifying than losing his sight. But, through the strength of his family and their commitment to each other, Erik persevered.

He joined the high school wrestling team and became its captain. In 1987 Erik graduated from Weston High School in Connecticut. Erik first tried rock climbing when he was 16, three years after he went blind.

At first, when his dad suggested Erik attend a skills camp for blind teens, Erik wasn’t crazy about the idea. But he went and something incredible happened: He learned to rock climb. “It was as though my senses had awakened,” writes Erik. “Never again would I thunder down a basketball court on a fast break or jump a dirt bike over a ramp… But one hundred feet above tree line with the sun in my face and a sound of openness all around me, none of that seemed to matter as much, because I had just discovered I could climb.”

Erik’s father, Ed Weihenmayer, encouraged Erik to challenge the ideas of what a blind person can and cannot do. Ed took Erik and his brother hiking often and sent Erik to adventure camps for blind youth where he learned to mountain climb. The seeds were planted early for a life of exploration and adventure.

After that, there was no stopping Erik. He graduated from Boston College and went on to receive a master’s degree in Middle School Education. He worked as a middle school teacher and wrestling coach for a couple of years before deciding to dedicate most of his time to outdoor activity.

in 1997, he summited Kilimanjaro, the Roof of Africa, where he was married at 13,000’ on the Shira Plateau. Erik and his wife Ellen live outside of Denver, Colorado. They have a daughter, Emma.

Erik joined Mark Wellman – the first paraplegic to climb the 3000-foot face of El Capitan, and Hugh Herr – a double-leg-amputee and scientist at Harvard’s prestigious prosthetics Laboratory, to climb an 800-foot rock tower in Moab, Utah. As a result of their successful climb together, the three formed No Barriers, a non-profit organization with a goal of promoting innovative ideas, approaches, and assistive technologies which help people with disabilities.

In 1999 Weihenmayer turned back short of Aconcagua’s summit. He cited poor weather conditions and pain in his eyes at high altitude among the reasons. (One characteristic of the most common types of glaucoma is increased pressure in the eyes which ultimately damages the optic nerve.) Later Weihenmayer had laser surgery treatments for his glaucoma prior to the climb.

“It made all the difference. I didn’t feel pain until I hit 19,000’. But when I did, it felt like someone stabbed me in the eye with a fork. Drugs and eye drops made it manageable this time,” Weihenmayer says.

For Aconcagua, he and his climbing partner and lead, Chris Morris, braved severe winds, minus 70 degrees below zero weather, and a 4 a.m. departure time, to enjoy 20 minutes at the summit. At one point, Weihenmayer spent nearly three hours climbing an exposed ridge, un-roped to his partner, and unable to hear his lead due to high winds. His only guide was packed snow. He knew if he was walking on rock, rather than snow, he was off the path.

“When you go blind, you wonder what you will be capable of. Climbing begins to answer those questions,” Weihenmayer says.

In the same way, “Part of my motivation on this climb was trying to understand this disease and its limitations. What can one expect from their life, living with glaucoma?” Weihenmayer explains. “If I can go to such high altitudes with such high pressure in my eyes….that’s pretty encouraging for everyone living with glaucoma.”

On May 25, 2001, Erik Weihenmayer became the only blind man in history to reach the summit of the world’s highest peak – Mount Everest.

At the age of 33, on September 25, 2002, he became one of the youngest of the elite “Seven Summiteers” – approximately 100 people who have climbed all seven summits, the highest peaks on each of the seven continents.

In July of 2003, as part of the four-person team “No Boundaries,” Erik participated in the 2003 Arctic Team Challenge in Ammassalik, Greenland. The challenge included mountain biking, mountain trekking, climbing, glacier trekking and canoeing.

Additionally, he has scaled El Capitan, a 3300-foot overhanging granite monolith in Yosemite; Lhosar, a 3000-foot ice waterfall in the himalayas; and a difficult and rarely climbed rock face on 17,000-foot Mt. Kenya.

Since the beginning of his climbing career, Erik has faced skepticism from many critics. In his book, he answers their questions:
” I refused to be the weak link of the team. I wanted them to put their lives in my hands as I would put mine in theirs. I would carry my share. I would contribute as any other team member. I would not be carried up to the mountain and spiked on top like a football. If I were to reach the summit, I would reach it with dignity.”

Weihenmayer enjoys breaking through perceived barriers, believing that these public perceptions are often more limiting than blindness itself. But his message about “daring to fail” and “not letting obstacles stand in the way of the dreams of our lives” resonates with all people, blind and sighted.

Erik is an acrobatic skydiver, long distance biker, marathon runner, skier, mountaineer, ice climber, and rock climber.Erik is also a certified sky and scuba diver.In addition to being a world-class athlete, Erik is also the author of the book, Touch the Top of the World, published in ten countries and six languages.

Erik’s second book, ‘The Adversity Advantage: Turning Everyday Struggles Into Everyday Greatness’, co-authored with business guru and best selling author, Dr. Paul Stoltz, was released by Simon and Schuster in January, 2007. Through Paul’s science and Erik’s experience, the book shares seven “summits” for harnessing the power of adversity and turning it into the never-ending fuel to growth and innovation.

Erik’s award winning film, ‘Farther Than the Eye Can See’, shot in the same stunning quality HDTV format as the ‘Star Wars’ prequels, was ranked in the top twenty adventure films of all time by Men’s Journal.

Erik’s speaking career has taken him around the world, from Hong Kong to Switzerland, from Thailand to the 2005 APEC Summit in Chile. He speaks to audiences on harnessing the power of adversity, the importance of a “rope team,” and the daily struggle to pursue your dreams. Clearly, Erik’s accomplishments show that one does not have to have perfect eyesight to have extraordinary vision.

Source: Eric’s website – http://www.touchthetop.com/

  On successful people: I admire people who are very successful. But if that success has been achieved through too much ruthlessness, then I may admire that person, but I can’t respect him.

  On leadership: It is easy to become a number one player, but it is difficult to remain number one. So, we will have to fight with a view to remain number one.

  On Nano: This project (the Nano) has proven to everyone that if you really set yourself to doing something, you actually can do it.

  On the need to think big: We have been. . . thinking small. And if we look around us, countries like China have grown so much by thinking big. I would urge that we all, in the coming years, think big, think of doing things not in small increments, not in small deltas, but seemingly impossible things. But nothing is impossible if you really set out to do so. And we act boldly. Because it is this thinking big and acting boldly that will move India up in a manner different from where it is today.

  On risk: Risk is a necessary part of business philosophy. You can be risk-averse and take no risks, in which case you will have a certain trajectory in terms of your growth. Or you can, while being prudent, take greater risk in order to grow faster.

  On risk: I view risk as an ability to be where no one has been before. I view risk to be an issue of thinking big, something we did not do previously. We did everything in small increments so we always lagged behind. But the crucial question is: can we venture putting a man on the moon or risk billions of rupees on a really way-out, advanced project in, say, superconductors? Do you restrict your risk to something close to your heart?

  On employees: The way to hold employees today is to make their work and their day-to-day activities in the company exciting enough for them to stay. Not everyone will stay, but I think if we can empower more people and are willing to pass on the responsibility for that, and if people are satisfied and motivated, there’s less chance of them wanting to leave and go to a competitor.

  On low-cost products: It should not be, cannot be, that low-cost products come to mean inferior or sub-standard products and services; definitely not. The aim is to create products for that larger segment — good and robust products that we are able to produce innovatively and get to the marketplace at lower costs.

  On customers: We should be treating the customer in the same way that we would want to be treated as customers.

  On innovation:Barriers to innovation are usually in the mind.

  On customers:There was a need to re-focus and look at how your customer sees you, and to pay more attention to what the customer wants rather than what you think she wants. Are you really the most cost effective producer? Are you aggressive enough to grab marketshare? Will you endeavour to dip your toe in the water and do something that you haven’t done before?

  On innovation:If you are a little innovative or a little bit of a gambler, and you make a product which is either ahead of its time or has an evolutionary design, or has features that work into a person’s perception, then you have an acceptable product.

  On questioning:I kept saying, please question the unquestionable. I tried to tell our younger managers just don’t accept something that was done in the past, don’t accept something as a holy cow. . . go question it. That was less of a problem than getting our senior managers not to tell the younger managers, ‘Look young man, don’t question me.’

  On speed:Today, the world does not afford you to luxury of being a slow mover. Nor are there any holy cows. We have to be aggressive, be far-sighted enough to look into the future and we also have to be pragmatic enough to say that if we really are not in a leadership position in a particular business, we should look at exiting that business.

  On icons:The kind of company one would want to emulate is one where products and technology are at the leading edge, dealings with customers are very fair, services are of a high order, and business ethics are transparent and straightforward. A less tangible issue involves the work environment, which should not be one where you are stressed and driven to the point of being drugged.

  On introspection:All companies need to keep looking at their business definition and, possibly from time to time, to see if that definition needs to be redefined. If you take the example of Tata Steel, they could say that they are a steel company and find themselves in a shrinking market where steel is under threat of being replaced by some other material. The question is: what do we call ourselves? One view was that steel is a material, so can we be a materials company? We don’t have to be in all materials, but can we be in composites, can we be in plastics, laminates, etc? The automotive business needs to think similarly, and so does the chemicals business. We have to keep looking at ourselves and asking: what is our business?

  On innovation: My outlook on R&D is that it is an absolutely necessary thing for us to do. And I don’t think we are doing enough. The point is not just spending money; it’s how many patents you file, your innovation rate and your product development. . . If today you were to give everybody a mandate that they can spend 3 per cent of their revenue on R&D, assuming they can spare the money, I don’t think many companies would know the what, where and how of spending that kind of money, other than to put up an R&D place and buy lots of equipment.

  On customer relationship: Where we have direct dealings with our customers, it is important that, at the middle-management levels, they are shown courtesy, dealt with fairly, and made to feel that they are receiving the attention they deserve. The interface with the customer should be a seamless one.

  On risk: There have been occasions where I have been a risk-taker. Perhaps more than some, and less so than certain others. It is a question of where you view that from. I have never been a real gambler in the sense, that some successful businessmen have been.

  On ethics: What worries me is that the threshold of acceptability or the line between acceptability and non-acceptability in terms of values, business ethics, etc, is blurring.

  On success: I would not consider myself to have been tremendously successful or as having failed tremendously. I would say I have been moderately successful because there have been changes.

  On survival: The strong live and the weak die. There is some bloodshed, and out of it emerges a much leaner industry, which tends to survive.

 On challenges: If there are challenges thrown across and those challenges are difficult then some interesting, innovative solutions will come. If you don’t have those challenges then, I think, the tendency is go on to say that whatever will happen, will take place in small deltas.

  On planning: We never really plan big. We are not in keeping with what is happening around us. When you go to other countries around us you see it visibly that we are just back in time. And yet we have so much to offer.

  On commitment: We have to clamp down on deviations from commitments. For ensuring greater commitment to performance, we also need to have a system which rewards performers and punishes those who don’t perform.

  On risk: We have is to be less risk-averse. We have been a very conservative house and we have been applauded for our conservatism but today we need to take more risk. We don’t need to be flamboyant or cavalier but we need to be less conservative than we have been.

  On the future: One hundred years from now, I expect the Tatas to be much bigger than it is now. More importantly, I hope the Group comes to be regarded as being the best in India. . . best in the manner in which we operate, best in the products we deliver, and best in our value systems and ethics. Having said that, I hope that a hundred years from now we will spread our wings far beyond India.

  On resistance: You will probably find the resistance (to change) more from those who haven’t been doing well.

  On change: Change is seen to be needed, and fast, so long as it does not affect me. We want to see change but if you suddenly tell me that I am the company that has to go, or has to be cut in half, or three of my businesses have to be hived off, then all of a sudden, the very person who made the noise about change is now saying, ‘You don’t have to do this.’

  On humility: I would hope that as people who might take an elite position, would be considered amongst the elite in the country, you will always display humility in the manner in which you deal with your fellowmen, both in your company and in the country and you will continue to have passion in the areas in which you will work.

  On doubt: On many, many occasions you would have doubts on whether what you are pursuing is the right thing. But if you do believe in what you are trying to do and you pursue it and stay with it in a determined manner, I am quite sure you will succeed.

On problems: There are solutions for most problems. The barriers and roadblocks that we face are usually of our own making and these can only be demolished by having the determination to find a solution, even contrary to the conventional wisdom that prevails around us, by breaking tradition.

http://specials.rediff.com/money/2008/aug/26sli1.htm