CHIEF
doormen. Finally, below these
in
rank were
the
remaining thirty-seven ordinary chiefs,
who had
no
special
or
distinguishing rank other than
the
fact
that
they were chiefs.
On the
bottom rank
of
chiefs
was
always
a
non-Cheyenne Indian,
usually
a
Dakota (one
of the
peoples known col-
lectively
as the
Sioux).
This
was
probably
so
that
the
Cheyenne
and the
Dakota could always
maintain
a
formal political alliance.
The
Council
of
Forty-Four
shared
its
power
with
the
military
societies.
The
chiefs
were older
men
who
were
for the
most part past their physi-
cal
prime.
They
made
the
great decisions,
but it
was
the
mostly younger
men of the
various mili-
tary societies
who
implemented them.
Thus,
the
chiefs
could
not
give orders
that
the
military
societies
strongly opposed.
An
example
of the
political relationship between
the
chiefs
and the
military societies
can be
seen
in the
efforts
of
the
chiefs
to
bring
the
Cheyenne into
peaceful
relations
with
the
Kiowa
and
Comanche Indian
tribes.
The
Cheyenne
had
long been
at war
with
the two
tribes,
but
this
was not the
major
ob-
stacle
to
peace.
The
main problem
lay in the
fact
that
the
young men's
favorite
activity
and
most
important means
of
building personal prestige
was
raiding
the
enemy
for
horses
and to
kill
en-
emy
warriors.
The
interests
of the
chiefs
and of
Cheyenne society
as a
whole
lay in
peace, since
fighting
with
the
enemy cost
the
Cheyenne
the
lives
of its
people.
The
interests
of the
young
men
who
made
up the
military society
was to
continue
raiding
to be
able
to
build
up
personal
notoriety.
The
Cheyenne chiefs resolved
the
problem
by
establishing
that
they
favored
peace,
but
then asked
one of the
military societies,
the
Dog
Soldiers,
for
its
recommendation.
The Dog
Soldiers
noted that
the
chiefs
wanted peace,
and
then asked
the two
most militant warriors
in its
number
for
their recommendation.
The two
warriors
favored
peace,
and the
rest
of the Dog
Soldiers voted
to
agree
with
them.
The Dog
Soldiers
then reported
to the
chiefs
that
they
would agree
to
peace,
and the
chiefs thanked
them
for
their recommendation.
Then
the
chiefs
concluded
the
peace.
In
this way,
the
Cheyenne
were able
to
secure
the
compliance
of the
mili-
tary
societies
by
allowing them
to
save
face,
and
this prevented Cheyenne society
from
splitting
over
the
issue.
This
solution also demonstrated
that
the
military societies took strong heed
of
the
chiefs'
words, even when they were
not to
their
liking.
After
the
ten-year terms
of
office
for the
forty-four
chiefs were completed,
the
council
called
for a
"chief-renewal" ceremony
to
take
place
the
following spring when
the
entire tribe
was
together.
At the
chief-renewal ceremony,
each
retiring chief
had the
privilege
of
selecting
his
own
successor
to his
office;
it was
possible,
but
considered unseemly,
to
choose
one
s
own
son.
Each priest-chief selected
his
replacement
from
among
the
bottom rank
of
chiefs.
If he
wished,
and was
still
capable
of
performing
his
duties,
a
retiring priest-chief could take
up an
office
in the
bottom rank
of
chiefs,
taking
one
of the
offices
being vacated. After
the new
chiefs
took
office,
they gave their predecessors
gifts
of
an
established
and
unvarying value, just
as the
previous
set of
chiefs
had
given
gifts
to
their
own
predecessors.
The
chief-renewal
ceremony
was
in
fact
a
time
of
general gift-giving generosity,
and
it was
generally considered desirable behav-
ior
for the
wealthy
to
give
to the
poor.
The
chiefs were always men,
although
they
listened
to
what women
had to say and
took their
words
into
consideration when making deci-
sions.
The
chiefs were always important
men
from
prominent
families,
and so
were already
powerful
before becoming chiefs.
A
chief
had
to
control
his
temper.
He
also
had to be
very
generous
and
give
his
followers whatever they
asked
for
from
his own
personal wealth. Finally,
Cheyenne
chiefs
could
not
lose their
office
until
the
chief-renewal,
no
matter what they did, even
if
it was to
kill another Cheyenne.
32