On the first splendid glow of success, when the difficult ascent has ended triumphantly on the summit, there follows a phase of complete relaxation, of surrender to the simple realization of rest and physical enjoyment. It is a period of indescribable sensations, of imagination run riot, and of will and self-control alike in abeyance.
When the subsequent descent is begun it is at first, for many men, a matter of real difficulty to recover complete control of their machinery, and for the leader to reconstitute the different individuals into a single working unit. For a time the pace must be diminished, and the care redoubled. Precautions, of remonstrance and doubled ropes and moving singly, none of them possibly necessary in the same place with the party in working order must be put into force, until the normal condition is regained. The assumption that the state of mind makes no difference, and that a party can descend as securely the final slopes that it raced up light-heartedly in the bracing moment of success, is all too commonly made, and only too frequently regretted.
Disappointment.
If success has its short following period of danger, disappointment has a longer and more insidious effect. However necessary or admittedly correct the decision to turn back may have been, the disappointment works afterwards, often unconsciously, upon each individual, as he realizes his wasted effort and envisages his fatigue, with now no excitement or bracing of hope to counteract it. So come discouragement, and careless treading, and a resentful attitude towards precautions and manœuvres which no longer have any triumphant object as their excuse. Any weakness in condition or humour will grow doubly apparent at such a time; and as the disappointment is equally present in all minds, it is impossible to pretend unconsciousness of it, and often vain to attempt to raise the atmosphere by a counterfeit of cheerfulness. Mental and social tonics are for the time alike useless. The condition has to be accepted as an indisputable lowering of tone, which in its effects will prejudice the physical capacity of the party in many subtle ways. Since in this one case he cannot check the evil influence at its source in the mind, the leader must employ every concrete mountaineering device to prevent its endangering the actual safety. He must bring out all his reserves of spirit and technique to keep the party concentrated on the momentary details of their descent, and redouble his own activities in order to anticipate or correct any slip or mistake that the lowered tone may induce. On such occasions he can look himself for no relaxation of effort or release from anxiety until the rope is off at last and the safe path regained, no matter how little conscious his party may like to show themselves individually of any depreciation in their skill or good-will.
Over-confidence.
Equally difficult to deal with, and far more frequent in its appearance, is the state of mind to which most mountaineers are subject—and guides also—who have accomplished a great climb successfully and are retracing the comparatively easy passages of the lower ridges, glaciers and tracks. Conscious of their successful performance, confident in their skill and unwearied muscles, intoxicated by air and effort and fortune, they are unaware of fatigue, and the easier ground lulls their judgment into a condition of fatalistic confidence, almost of exaltation. Danger, obvious and immediate, has become familiar, and has been safely avoided; they can neglect its threat when it is not so present. They jump the bergschrund rather than look for the bridge; they chance the unseen rock foothold rather than lose time in using the doubled rope; they glissade the loose snow slope and scorn its possible avalanche; the rope hampers them, it is taken off; and recklessly self-reliant, a reliance that success has fooled them into thinking justified, they rush the risks of hidden crevasses on the glacier, of false steps or loose stones on the easy ridges, with an abandon that it will make them shudder the next day to recall. Even the lower zigzag path to the valley is a danger in such a condition of mind. Safe as Rotten Row for the sure foot, it has a dozen times proved a fatal trap for the stumble of fatigue or the careless swing of over-confidence. Few men can look back on a long mountaineering record without remembering some such evenings of mountain madness; and while they blush (let us hope) even in memory at their folly, they may wish they had had some cool leader to call them, grumbling, to their senses. For while reaction and disappointment reflect at once upon the vitality, lowering the tone and, like a flat liquor, offering little chance of reanimation, over-confidence is an effervescence, an overflow of spirits, which can be more easily regulated by apt manipulation. The leader must take control, sharply and steadily. He has little to fear from the effect of his interference upon a party in such spirits; any resentment will be temporary, and his own labour, of repressing and directing a surplus of energy, will be far less than in the cases where, as has been shown, he may have to provide a stimulus or even a substitute for its absence.
There is an insidious danger common to all these mental states. As one of a party working together, a leader must remember that he himself is subject to infection from a collective mood. He may consider that his confident action on occasion is entirely individual and calculated; or, again, he may be certain that his resolution to retreat represents only his own unbiased judgment; and in either case he may be puzzled later to account for an obvious error. He must learn to allow for his ‘atmospheric’ error, the unconscious perversion of his saner judgment by some collective mood of his party. The risk is very subtle. A leader has no defence against it except to keep its possibility constantly in mind. He must acquire the habit of challenging, mentally, his own opinions of the moment, and of confronting them, detachedly, with the sternest of mountain precepts and rules of thumb. The habit will stand him in good stead in moments of more dangerous decision, of excitement, and, therefore of more probable collective infection. It will at least check him from joining, even in his most ecstatic moments, in an unroped glacier stampede or in a ‘go-as-you-please’ skelter down a buttress; it may save him some of the lasting regrets of the leader who afterwards recognizes that he has turned back prematurely; and it will certainly protect him on many long tramps from that curious infection, hours of united, unreasoning mountain gloom.
Hysteria.
From a fourth state, actual hysteria or hill-shock, a leader is presumably exempt. It occurs more frequently among mountains than anywhere else off the battlefield, since their conditions may put an excessive strain upon unaccustomed nerves. Old climbers are inoculated against most of its risks. If a type of danger has once been experienced, on any subsequent recurrence, even faintly resembling it in character, the consciousness flashes out at once to meet it, in all its possible reactions; the mind takes control of the nerve communications and blocks the way against any evil effects resulting from the sudden shock to the subconscious nervous system. Only an entirely unfamiliar form of danger or an unduly prolonged strain can rout the presence of mind of a tried climber. But it is well to remember that every man has his ‘cracking point,’ and that this is sooner reached in the case of an uneducated guide, however experienced, than in the person of an expert amateur, whose imagination will widen his experience.
It may originate in three ways. Firstly, from exhaustion, irritating brain and nerves until self-control is lost and any slight shock may cause the hysteria to break out, either in the usual violent symptoms, or, more intimidating because less anticipated, in silent tears. Exhaustion, not fear, is the basis. If it has not been possible to anticipate the crisis by precautionary rest or distraction, immediate inaction and quiet reassurance, without remonstrance or contradiction, are the best assistance to recovery.