The clearest test of how much Mark had let go came on a transfer day, when the safari vehicle blew a gasket on the climb toward a coffee plantation.
"If I had been driving, that day would have fallen apart," Mark said. "It would have been a disaster."
Instead, the guide dropped the family at the plantation and worked the problem from there. What was supposed to be a short stop before lunch elsewhere became four or five hours among the coffee rows. The family knew the vehicle had broken down. They just never had to solve it. By the time a replacement arrived, nobody was in a hurry to leave.
That part of the trip did not go as planned, but Mark was not the one who had to fix it.
The trip closed in Zanzibar, in a rented house rather than another lodge, a deliberate change of pace after the early mornings and long drives of the safari. On one of the last nights, Mark's wife pulled up a set of questions to ask the family about the trip, wanting to hear what had stuck with each of them beyond the obvious answer of everything being good.
The four answers barely overlapped. Sitting there listening, Mark realized that being together every day hadn't meant experiencing the same trip.
For him, it was the time with the Hadzabe, seeing firsthand how differently another family could organize its days and watching his daughters take that in.
What he noticed was how little he thought about the next day. On his own trips, dinner is usually followed by an hour of sorting out tomorrow: transportation, timing, what could go wrong. In Tanzania, dinner was just dinner. He slept without running through the next day's logistics, because there was nothing left for him to solve.
His wife put it more plainly than he could.