COMMUNICATING ABOUT FIRE 

WITH TRIBAL ORGANIZATIONS 

Germaine White and 

Pat McDowell 

A

significant portion of forest 

land in the United Statesparticularly in the arid and 

fire-prone West- lies within or 

adjacent to Indian reservations. 

Even more lies within native 

aboriginal territories considered 

by tribes to be areas of special concern. With increased size, intensity, 

and complexity, fires are more 

likely to bum in areas important 

to tribes. In addition, many tribes 

have fire crews who work on large 

wildfires. Therefore, it is crucial 

that Federal and State a,gencies 

develop good working relationships 

with tribes to manage wildfires 

more effectively, efficiently, and 

most importantly, appropriately. 

· Everything that occurs within 

fire management, and especially 

during an incident, involves communication, the act of sharing 

information. Many tribes maintain 

well-trained, capable fire management organizations, with years of 

experience and vast knowledge of 

cemditions on the ground. Each 

tribe can be a valuable source of 

information and a natural ally for 

cammunicating wildland fire messages. Good communicat ion and 

good workiHg rela,ti@nships ·go 

hc:μ1d-ir1-hand to· promqte successful.lire management. · 

Germaine White is an information and 

education specialist with the Confederated 

Salish and l(ootenai T,-ibes in Pablo, NT. 

Pat McDowell is a wildland fire prevention 

specialist with the Bureau ofIndian Affairs, 

Oklahoma Fire Center, in Oklahoma City, 

OK. 

Volume 69 • No, 1 • Winter 2009 

Each tribe can be a valuable source of 

information and a natural ally for communicating 

wildland fire messages. 

The key to working effectively 

with tribes. is the ability to build 

trust and to respect differences. 

Unfortunately, all too often, fire 

managers make critical mistakes 

when dealing with tribal governments, tribal people, and tribal fire 

teams. It is easy to assume that 

the same ways of seeing things and 

communicating- the same cultural 

norms of interaction-exist among 

Indians and non-Indians. Tribal 

views about fire, for example, can 

be quite different from modern 

western views. For the Salish and 

Pend d'Oreille Tribes of western 

Montana, fire is a gift from the 

Creator brought to the people by 

animals. Fire is a blessing that is 

the heart af spiritual practice and at 

the very center of traditional ways 

of life. When used respectfully in a 

manner consistent with traditional 

knowledge) fire enriches the world 

of these tribes, which have a long 

The Gift of Fire 

tradition of spring and fall burning 

and adapting to, rather than fighting, hghtning-caused fires. 

It's easy to, assume that all tribes 

are the same; however, an approach 

that is effective for working with 

one tribe will not necessarily work 

with another. In addition, fire 

managers sometimes become so 

attentive to cultural differences 

that they forget they are also dealing with individuals, each of whom 

is unique, and each of whom is, 

after all, another human being. All 

of these assumptions can lead to 

major blunders. 

Fortunately, by following some 

basic approaches to cross-cultural 

communication, you can reduce 

the chance of unintentional offense 

and increase the chance of creating 

a mutually respectful, productive, 

and rewarding relationship. 

According to the traditional beliefs of the Salish, the Creator put animal 

beings on the Earth before humans. But tlie world was cold and dark 

because there was no fire on Earth. The animal beings knew that, one 

day, human beings would arrive. The animals wantecl to make the world 

a better place for the humans. So the animals set off on a great quest 

to steal fire from the sky world and bring it to the Earth. This story 

reminds us that while fire can be a destructive force, it is also a gift 

from the Creator brought to us by the animats. 
People who were 

most affected by 

an incident won't 

necessarily remember 

what the media said, 

but how they were 

treated by an IMT 

A homeowner in Alaska was disrupting a public meeting during 

the Boundary Fire in 2004 until 

the PIO stood by to let the person 

unload. The woman complained 

about everything and everybody, 

then stopped suddenly, looked at 

the PIO and said, "I just needed 

someone to hear me out. Thanks 

for listening." 

While it is easy to be defensive during those circumstances, it i~ usually best just to listen. People want 

to be heard. When we listen, they 

know someone actually cares. Take 

time to listen to people, hear what 

A public information ofricer explains the evacuation plan. Attendance at the nightly 

meetings during the Jocko Lakes Incident ranged from 250 to 650 peoplei depending 

on fire activity that day. Seeley Lake, MT. Photo: Angie Kimmel; Wild Blue Yonder 

Photography. 2007. 

they say, and provide the information they need. Information without empathy can seem callous and 

commonly is ignored. 

Buist stressed the importance of 

two-way communication. "As a lead 

PIO, I don't care if I have a type 1 or 

Thank-you sign near Harpers lake Base Camp, Jocko lakes Incident, Flathead Agency, 

Seeley lake, MT. Photo: Angie Kimmel, Wild Blue Yonder Photography. 2007. 

a type 3 trainee PIO, hut I do want 

someone who can communicate 

well with the citizens," he said. 

Final Thoughts 

In an age where Internet and the 

media dominate, it is easy to overlook the importance of face-toface communication. While PIOs 

should use all of the tools available, 

they need to put themselves in 

the victims' shoes long enough to 

determine the best means for effective communication. Don't assume 

everybody is getting accurate 

information when it's needed. Ask 

for feedback frequently and adjust 

tactics to provide information and 

meet human needs. 

People who were most affected 

by an incident won't necessarily 

remember what the media said, but 

how they were treated by an IMT. 

They will remember whether the 

team met their community's needs 

in a timely, accurate manner. ■ 

Fire Management Today 
• Be aware of the potential challenges of cross-cultural communication. Make a conscious effort 

to address these issues. 

• Accept that you might make 

mistakes or be unsuccessful in 

certain efforts. Try to figure out 

what went wrong, why your effort 

didn't succeed, and adjust your 

approach or behavior accordingly. 

• Be aware that the issue of language is complicated. Many 

native homes use English as their 

primary language. Others primarily use their native language. 

Some use a mix. Some Indian 

people may appear to be less 

conversant in English than they 

actually are; others may appear 

more conversant than they are, 

or may use English in ways 

unique to their culture or community. That is to say, their frame 

of reference is based on a common cultural understanding that 

may not be apparent to outsiders. 

A translator or tribal member 

liaison who is familiar with both 

cultures can be helpful. They 

can translate both the substance 

and the manner of what is said, 

even if the dialogue is conducted 

entirely in English. 

• Listen. Listening well is crucial to effectively communicating with tribal organizations. 

Communications are often based 

on relationships and respect, 

rather than positions or authority. One technique is respectful listening, in which you repeat your 

understanding of what you have 

been told to make sure the speaker is satisfied he or she has been 

heard accurately. Keep in mind, 

however, that if words are used 

differently between languages or 

cultural groups, even respectful 

listening can sometimes fail to 

reveal subtle misunderstandings. 

This point is especially important 

The key to working 

effectively with tribes 

is the ability to build 

t rust and to respect 

differences. 

when meeting with tribal leaders, 

elders, and cultural advisors. 

• Learn what you can about the 

history and culture of the particular tribe with which you are 

working. Knowledge of other 

cultures is often better acquired 

by direct experience rather than 

by study, so attend any cultural 

education activities that the 

tribe might offer to visitors. Take 

time to visit with tribal political 

and cultural leaders, historians, 

elders and educators. Learn from ' . books, tapes, and videos, particularly from those produced or recommended by tribal institutions. 

No single, all-inclusive reference 

book likely exists . 

• Understand that each tribal 

governing system is unique, 

and working with tribes is not 

always as simple as it may appear. 

Besides differences in governance 

structures between different 

tribes there are sometimes differences'between the administrative 

The Confederated Salish and 

Kootenai Tribes created an interactive educational Web site Fire 

on the /,and: Natil'e Peoples and 

Pire in the Northern Rockies as 

part of their Fire History P_roject 

The site contains information 

about fire ecology, the traditional 

use of fire by the tribes, today's 

efforts to restore landscapes by 

reintroducing fire. and other 

compelling topics and useful 

resources. Visit <http://www.cskt. 

org/fire_history.swf>. 

\. 

and cultural leadership within 

the tribal governance structure. 

Recognize the legitimacy of 

both groups when working with 

tribal governments. Therefore. 

fire managers may need to confer with two or more councils 

or groups when working with a 

single tribe. Communities often 

contain a number of distinct 

cultural groups, which may be 

changeable. On some reservations a single tribe and a single 

nativ~ language may exist with 

a number of distinct bands or 

clans. Some reservations in the 

Northwest are home to confederations of tribes speaking distinct 

and unrelated languages. 

• Consider the wide variation 

among tribes in governmental 

authority, capability, and sovereignty. Likewise, the formalit~ o_f 

the business organizations w1thm 

tribes varies widely. Some tribes 

resemble large corporations, 

while others may more closely 

resemble family-owned businesses. The fire manager must 

know that just because a tribal 

organization is "different" from 

the nontribal society does not 

mean it is any less sophisticated. 

Pire managers should seek expert 

advice from each individual tribe . 

• Understand the value at risk. For 

many tribal cultures, the lands 

that firefighters defend are sacred 

landscapes that have been tribal 

homelands for millennia. The 

profound age of tribal habitation 

on the landscape is understood 

through oral tradition that is 

passed from generation to generation, sometimes for tens of 

thousands of years. Homeland 

protection may have a v~ry 

different meaning for tnbes. 

• Be prepared to accept and 

attempt to understand that 

tribes may have valid alternate 

II Fire Management Today 
viewpoints on fire issues. What 

seems logical and important in 

one culture may seem irrational 

and unimportant in another. 

Being aware of this can help avoid 

unintentional ethnocentrism. 

• Show respect for tribal elders. 

Elders commonly carry significant but inform91 authority within the tribe, and their approval 

tan make or break the success 

of a project. In many communities, elders are a special group 

of people to be identified and 

communicated with early in the 

process. That engagement should 

be maintained throughout the 

project. 

• Dress appropriately for the occasion and organization. Being a 

little overdressed can be perceived as a sign of respect while 

being dressed too casually (for 

example, wearing ball eaps) can 

be seen as a lack of respect. 

Finally1 fire managers should 

embrace the opportunity to work 

with tribes as an opportunity 

for personal, as well as profossionaJ, growth. Understanding .and 

respecting cultural differences in 

communications is essential to 

forging long-term effective working relationships. Achieving these 

cross-cultural communications 

goes well beyond short-term practical gains while managing an incident on tribal lands. The process 

of developing these cross-cultural 

understandings can leave the fire 

manager with a more complete 

appreciation for the role of fire, the 

impact of human connections to 

the landscape, and the knowledge 

gained about the use of fire by 

native cultures over thousands of 

years. ■ 

Selected Fire Communication Research 

Matters of Trust and Trust Matters 

The key to successful partnerships is trust. Josh MeDaniel has written several articles on the importance of 

communication, education, and public involvement in promoting acceptance of fire management. To read 

more, visit <http:/ /wildfi rernag,com/mag/matters_trust/>. 

Communicating About Fire With Wildland-Urban Interface Communities 

Wildfire communication needs of people in wildland-urban interface communities and explored agency 

response to those needs were examined in this study. The study assessed communications before, during, 

and after fires in the San Bernardino Mountains. Rapid response research methods included informal discussions and focus groups, content analysis, and participant observation. For more information, visit <http:// 

www.fs.fed.us/psw/topics/recreation/studies/fire_rapid_respose.shtmi>. · 

Fire Meanings and Messages 

Internalizing the wildfire threaUs an important first step for homeowners who increase Firewise behaviors. 

This study evaluated how people receive, interpret, and reconstruct wildfire messages, especially with respeet 

to educational programs such as Firewise or Smokey Bear. For more information, visit <http://www.fs.fed.us/ 

psw/topics/recreation/studies/fire_fire_meanings.shtml>. 

Homeowner Attitudes About Fire 

Those who live within Qr nearby national forests in three States were surveyed to understand public attitudes about fire. Survey participants included year-round and seasonal homeowners and special use permittees with cabins on Forest Service land. For more information, visit <http://www.fs.fed.us/psw/topics/recreation/studies/fire_baer_reports.shtml>. 

Communicating With Homeowners about Fuels Management 

This report focuses on how managers can effectively communicate with the public about fuels management 

efforts. It summarizes persuasive communication programs. and identifies characteristics of effective programs. For more information, visit <http://nrs.fs.fed.us/pubs/gtr/gtr_nc267.pdf>. 

Human Dimensions of Wildfire 

A collection ofpapers highlights research findings from studies supported by the National Fire Plan. These 

studies focus on the human dimensions of wildfire and examine perceptions and actions of individuals, homeowners, and communities as they try to make sense of, live with, and be proactive about wildfire management. For more information, visit <http://www.ncrs.fs.fed.us/pubs/gtr/gtr_nc23l.pdf>. 

Volume 69 • No. 1 • Winter 2009