Wilderness Drum > Wilderness Writings > Peacemaking

Wilderness Peacemaking
Steve Beyer

Introduction
The Peacemaking Perspective
Sacred Gifts
The Role of Stress
Controlling Your Own Stress
Preventing Loss of Control
The Ways We Communicate
Nonthreatening Approach
The Stress Trajectory
Appropriate Responses
Signs of Distress
Verbal Aggression
Physical Attack
Collapse and Reintegration
Conclusion
References

Preventing Loss of Control

It is better to prevent disruptive or out-of-control behavior than it is to deal with it. This highlights the importance of prescreening, whether formally or informally, prior to forming a wilderness group. Prescreening can range from formal psychological evaluations – for example, when dealing with adjudicated or at-risk youth – to informal interviews, telephone conversations, letters of intent, or observations during any group orientation meetings before the trip. It is thus also advisable to spend some time with a new group near the trailhead, observing interactions and behavior, before proceeding into the backcountry, where help is less available and it is more difficult to send disruptive or violent people home.

This initial period is also an opportunity for teambuilding exercises, icebreaking activities, and cooperative games, such as those compiled by Karl Rohnke of Project Adventure (1984; 1989; 1994; Rohnke & Butler, 1995), and training in council traditions and procedures (see Zimmerman & Coyle, 1996; Baldwin, 1998; Garfield, Spring, & Cahill 1998). The goal of such activities is to get participants to learn something about each other, celebrate the diversity of the group, and identify other group members with common interests or experiences. For many of these activities, too, the goal is to break down barriers by allowing – even encouraging – participants to behave foolishly. Being granted permission to behave in a silly manner at the outset can be quite liberating; the prospect of looking foolish in the future – especially in a wilderness setting with which participants may be unfamiliar – is less intimidating if the participant has behaved foolishly already without adverse consequence. All this helps establish, at the outset, group norms of cooperation, support, trust, openness, and sharing.

Disruptive or out-of-control behavior in the wilderness can be caused, among many other things, by

fear – not knowing what is happening or what useful steps can be taken;
failure – being unable to complete a task or falling short of a personal goal;
loss of face – experiencing public failure in a way perceived to be shameful;
loss of power – feeling personally helpless in unaccustomed surroundings;
exclusion – perceiving oneself to be unvalued, dismissed, not part of the group.

One of the primary causes of a dysfunctional stress reaction is for the individual to feel alone, isolated, and helpless. Therefore, prevention should be directed toward support, team cohesion, and hope. It is vitally important that everyone get enough sleep – at least five hours a night, and preferably from six to nine hours, although even an hour or two can be helpful in relieving stress. Uncertainty should be reduced by keeping the team informed, and free discussion should be encouraged, while avoiding complaining and blaming. Steps should be taken to promote cohesion among team members. Team members can share water, prepare and share food, and work together to ensure that everyone has adequate food, water, shelter, hygiene, and sanitation.

Remember that, no matter how stressed and panicky you may feel, stressed group members probably feel a whole lot worse. People in the wilderness faced with forest fires or lightning storms may believe that they are going to die. Stressed people may feel that they have – or will – let down the team by being unable to function. They may be angry at another team member they blame for an incident or accident. They may blame themselves for their own stupidity. They may be in pain, uncomfortable, scared, worried, upset, anxious, and pissed off. And they expect you to make it better. The following are the major components of preventing this sort of stress.

Sleep Encourage everyone to get a good night’s sleep. Expressions such as “You’ll feel better in the morning” and “What you need is a good night’s sleep” are clichés because they are true.
Communication It is also very important to communicate frankly and openly with the group. Not knowing what is going on contributes to isolation and despair. You should communicate the facts of the situation clearly and truthfully but in the most encouraging way possible. Avoid false reassurances; a stressed person will spot and resent any phoniness. You can be reassuring and still be honest. You can say, “We see the forest fire in the valley, but hang in there. We’re checking the map for the best escape route if we need one.” Be very careful about what you say around an injured or stressed team member, even when you think the person is asleep or unconscious. You never know what a person will hear. All of your encouragement and support will be worthless, and your credibility will be destroyed, if the team member hears you say to someone else anything that is inconsistent with what you have said face-to-face. You should also encourage a stressed team member to express concerns and feelings, and provide a confidential and nonjudgmental setting in which to do so.
Autonomy People under stress have feelings of lost control. They may feel embarrassed or ashamed at having vented emotions while talking with you or in front of the group. They may feel they are a burden, infantilized and dependent. All of this contributes to feelings of isolation and hopelessness. Therefore, in addition to clear factual information about the situation, to the extent possible make such team members into participants in the decisionmaking process.

In other words, if a team member is even just starting to appear stressed out, then it is probably best to assume that a dysfunctional stress reaction is setting in, and to intervene appropriately.

Make yourself appear calm and in control.
Express the expectation of recovery. “It’s just stress. It will go away with rest.” Make it clear that the team expects the member to continue contributing.
Remind the team member that stress reactions are normal and that other team members have them too. Joke about it.
Focus on immediate tasks. Assign work that is routine but productive – personal hygiene, equipment maintenance or repair, collecting firewood, making coffee.
Encourage the team member to talk about worries and fears. Assure confidentiality. Listen quietly and nonjudgmentally.
Talk honestly about the situation. Put the problems into perspective and clear up any misunderstanding. Talk about succeeding.
Make the person rest. If an injury to a teammate has disturbed any team members, separate them from the sight of the injured person. Try to have them get a good night’s sleep.

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