Report of the First Oral History Conference of Executive Agencies I

Oral History Increases Learning Capabilities

Maryam Rajabi
Translated by Ruhollah Golmoradi

2017-10-31

According to Oral History Website of Iran, the first oral history conference of executive agencies was organized by of National Library and Archives Organization of Iran (NLAI) in collaboration with Iranian Society of History, Oral History Association of Iran and Association for Women Researchers of History in conference hall of Organization of National Archives of National Library on October 16, 2017.

Next conference on next April

Gholamreza Azizi, director of National Library Documents Institute, was the first speaker of the conference. He said, "Last year, Cabinet pointed out need to compiling oral history of government agencies, and a letter from Mohsen Haji-mirzai, Cabinet secretary, was sent to governmental and government affiliated agencies to compile their oral history based on standards that NLAI has produced. In response to the words of Mr. Haji-mirzai, NLAI took some measures including that make it available the first edition of its set of rules and standards on oral history on the site so that government agencies can easily access it. On the other hand, we had some discussions with colleagues and head of the organization and as a result, we set up workshops to clear ambiguities. In addition, there is a book that our colleagues refer to it and they can update themselves through this book and the workshops. Seven workshops have been held, and more than 160 people from different organizations and about 26 representatives from ministries or independent organizations have participated in these 16-hour workshops.

One year after announcement of secretary of the cabinet, Documentation Research Institute of NLAI called the 160 people who had participated in the workshops and then had gone to their own departments and started their oral history work. The result of this call was divided into two sections of scientific articles and Q & A workshops so that they both share their experiences and discuss their problems and present them to the cabinet in a detailed report. At the same time, suggested by advisor to the head and organization general director of presidency and public relations, Dr. Mozafar Pasdar Shirazi, we also started our second conference so that what was considered by the government, that is, formulation of history and oral history of governmental agencies, could be achieved; in addition to the suggestion and talking with Dr. Pasdar, the next conference Inshallah will be held in next April, with the focus on knowledge management, that is role of oral history in management of latent and implicit knowledge that exists in governmental and government affiliated agencies."

Difficult work of historians, especially in field of oral history

The second speaker of the first conference of oral history of executive agencies was Ashraf Boroujerdi, vice president and head of National Library. She stated, "Through recording historical events, we have a legacy to enjoy it, and on basis of that legacy, we can declare to the world that we are not cliché, but we have a territory, culture and nation that is full of understanding, wisdom and knowledge". These loved ones in Documentation Institute should endow for successors what is happening today in our society, from the revolution to present day, and from today to when each of us is in realm of life. As a Muslim, our most important source of our belief is in Qur'an, in which it makes clear to us that if you consider verses of the Qur'an, you see that it is full of mentioning historical events and occurrences so that those who contemplate, think and speculate to learn; Thus, a facet of historiography is that it can be cautionary, instructive, and solver, especially in executive agencies who compile oral history. You draw works, writings, and approaches, and endow it as a backing of this nation for future generations. This mission is not a small mission; when in administration of "Tadbir va Omid (prudence and hope)" a notification is issued to the executive agencies in this field, it shows that behind this instruction there is an idea, which is to tell us that we must evaluate matters in realm of implementation, and consider them regular. We have another mission, and that is we preserve what is our today achievement for next generation, draw it for others, and this could be a history and background for all people."

He added: "In narrating history, there is a truth and a fact. The facts are restated, but many of truths to be remained hidden, and this is the main problem of historians. Today in our homeland, dozens of centers, titled compilers of history are engaging in historiography; from Islamic Revolution Documents Center to history research institutes to those who are historians personally as well as people of knowledge, but which of these represents truth of historical events? Every person with his/her approach can narrate history for us in a different way. So, it's a very difficult task to match truth and reality, and result of those events to be truths that are transferred to next generation. For example, 1400 years after Ashura event, not all facts of the incident have yet been identified. An event happens, and many narratives come to me and you. Which of the narratives we consider closer to truth depends on our own thinking and belief, and here is difficulty of work of historians, especially in field of oral history that memories sometimes may forget some things; therefore, it was ordered that all agencies are commanded regular and frequently to write events of their respective institutions in order to be recorded, and others will not be able to overcome reality."

Head of National Library stated, "a solution comes to my mind, but I do not know how useful it is, that we have four reference points for extracting an accurate theory: Qur'an, Sunnah, Reason, and Ijma. In Ijma, our scholars never cooperate to issue a fatwa, and each person issued his fatwa, but history should not be written like that. If National Library and National Library's Documentation Organization can take a step to produce documents for posterity, it could be a center for those who have different thoughts and narratives from an event. These people come together and interact with each other, and result of these people's views will be a writing that will be available for us and next generation."

He concluded, "This is the eighth workshop and the first conference that is took place to discuss outcomes of past actions. It is a very valuable work that friends to share and discuss their own findings and extract their best. When you discuss various ideas, the best comes from them; that is, a new thought is born that can be constructive and solver."

Learning from ourselves

The third speaker of the first conference of oral history of executive bodies was Mohsen Haji-mirzai, secretary of the cabinet. He said, "A concern that has preoccupied thinkers throughout history is to understand how process of progress and development happens and decoding transformation and progress in the world. It is believed that if we understand how development and progress occurs, then we can understand why there is so much difference in the world and why there is a gap among groups and societies. Some have more talent and ability to move and progress, but others lack these capacities and have some shortages. If we want to move toward transformation and progress, we must first understand why these have happened. We live in a world full of successive changes and uncertain environments that provide us with incredible and unique situations, and in struggle of these changes, a series of things are appearing and some are passing, and this comings and goings may lead to desperation, passivity and desolation in life and in fact societies do not have power to adapt to changes and problems and, on the other hand, they are also not able to recognize problems and solve them because sometimes problems become chronic or unsolvable but some societies can well recognize their issues and solve them. Why are there these differences?

Late Motahhari, referring to the poetry of Saadi (an artificer craftsman, needs live two times in this era, one for learning experiences, another for using experiences [[1]]) said that by looking at some people, you think they were born a hundred times when you see so much sophistication in their speeches and behavior, but some people, if they become born a hundred times, nothing would change. There are also people who are constantly changing and starting a new life. Development thinkers call this learning capacity of a society. As much as learning capacity of a society improves, the society has more potentiality to progress. There are several reasons for these distinctions: structural, institutional, political, economic, and cultural; but if we want to think deeper and reach something that covers all of them, then it is learning capacity of a society. Learning in society is one of the most pervasive behaviors of human. I think learning can be compared with breathing. As if breathing fails, human life is in danger and a number of body cells may stop working, if learning also to be disturbed in a society, social, cultural and economic life to be damaged. We understand disturbing in breathing, but do not see damage and disruption in society; that when a society became desperate and loses ability to solve its own problems.

Oral history is a way to promote a society's management; it means increases learning capacities in a society. We know that oral history is an introduction to knowledge management. We need to learn how to use our resources and capacities. We have natural capitals, for example, our natural capitals has been a long time in focus of all societies, then physical, financial, human, social, and ...  capitals. Societies are not alike in utilizing their capitals, some use them well and some others no. I think that what enables us to make more efficient use of all our capitals is learning capacity in society. Learning capacity makes us to use more and better our oil, human resources and social relationships. In Qur'anic culture, basis of creation is distinction of these behaviors. As oil is inside the earth, and if we extract it, we could convert it into money, what is in minds of people can be extracted, and if it is not extracted, it is either destroyed after human death or to be forgotten during time; It means people tell their actions and reason of their actions, to express philosophy of their actions, say how they thought that they did an act, how was their understanding of their environment that they made a decision; these are the things that are unknown and all Knowledge is in these issues. Scholars say the most perfect knowledge is a knowledge which is derived of human beings experience; an experience that is perceived and deeply understood and used. This idea exists in minds of the country managers, but there is no one to record them. In government of Mr. Khatami, I made two proposals. First I said one measure that is done every four-year in the country is choosing cabinet. You also formed your cabinet and I wanted to document process of forming his cabinet, Mr. Khatami welcomed and I also did it. He gave me a list that names of all who helped to form the cabinet were written. Although it was only after three or four years, unfortunately, memories had been erased in minds of some of those people and they had forgotten a lot of things. I suggested that every government which come in power and intend to form its cabinet to document process of choosing cabinet in order to provide a knowledge that everyone wants to make his/her cabinet, the knowledge to be available, use past experience and not start from zero. Second, a few months before end of Mr. Khatami administration I said that this government is definitely over, and another government is coming; members of this government have experiences that are result of extensive interactions that have not been recorded anywhere. I asked him to allow me to talk with all members of the government individually and extract what is inside their minds, Mr. Khatami was very welcome, and I did so. My interview with some of them lasted seven or eight hours. Some of them said that give us the first release, because we have not thought so much regular on our performance. Finally, a valuable collection was produced. One of ministers said, "It took two years to find out what was mission of this agency. The next minister also after two years had figured out what was his mission. I compiled these experiences and, as soon as the administration of Mr. Ahmadinejad came to office, I sent them all to him signed by Mr. Khatami, but it was not taken into consideration. I believe this is a social, public and national capital. One of blessings that God gave us is to learn from ourselves. No one can advise me as much as myself. This is one boon of creature of being that we are covered for others, but uncovered for ourselves, so we have the opportunity to learn from ourselves."

At the end of his speech, he stated:" I have two proposals. Firstly, we take oral history and information of individuals and this is good part of the problem, but what is needed is extracting knowledge that lies behind these experiences, and this is work of professionals. I think that alongside with all of our projects, there should be a documentary and oral history group. This is right of all those who gave us the opportunity to record them and we should share them so that others don't make our mistakes. Oral history is one of knowledge management circles; this loop needs to be completed and connected to rest of the chain, which adds far more value."

Three points!

The next speaker was Dr. Ali-Asghar Saeedi, scientific secretary of the first conference of oral history of executive agencies. He remarked, "What the friends did here is a very important and credible work. Organizations are now carrying out projects in oral history; these projects are carried out by unskillful persons that it must be prevented. I see two to three projects whose people think as they have a tape recorder, they could do it, and with these people, credibility of the work will be questioned in future.

I wanted to say three points. Firstly, in today meeting, sharing your experience with us is very important to see what are problems and challenges. Second one is paying attention to importance and role of organization. Experts of organization have definitely understood importance and role of organization. This is also important in terms of sociology. A famous American sociologist says that people are born in organizations (hospitals), to educate in organizations (education and universities), to work in organizations such as kinds and types of organizations, whether private or public, to die in organizations (hospitals), and even in organizations, their burial permission are issued (organizations affiliated to municipal and Behesht-e Zahra). Groups that are formed in organizations are typically groups that have formal relationships and sociologists consider these relationships as rational relations. For oral history work, all experiences of individual should be paid attention, not only his formal experiences, but also his informal experiences should be gathered. At present, these official networks are considered as social capitals of organizations, while these social capitals can be also used in negative and in opposite direction of organization. Networks are created that want to seize organizational power or networks are made that add to organizational authority. The third point is how we use this information?"

Oral History of Red Crescent Society

In the first panel of the first oral history conference of executive agencies, five papers were presented and faculty members of this section were Ali-Asghar Saeedi, Morteza Rasoolipour and Abolfazl Hassanabadi. The first article by Noorullah Nosrati titled "Oral History of Iranian Red Crescent Society (IRCS)". Nosrati said, "An important point is that one of important goals of oral history is to access important but hidden information in an organization. Most importantly, because of advantages of oral history as a complement to official histories, it is needed to compile oral history of an established organization, and IRCS is not the oldest, but is of the longest established organization in the country. IRCS as a national and international reputed and glorious institution has a long history about a century, a history that was officially started by Dr. Amir-Khan Aalam in 1922.

About social function and importance of compiling this history, it should be said that the first period of history of this population is related to before Islamic Revolution, which in name of Red Lion and Sun Society, as the first and largest charitable organization in Iran, undertook duties such as relief in unexpected disasters, establishing of hospitals and clinics, providing medicines and medical equipment, training nurse, caring orphan children, presenting special programs for young people and some developmental activities. In the second period, services of this society began under title and emblem of Red Crescent and after victory of Islamic Revolution in 1979, and now we have witnessed structural development and also quantitative and qualitative improvement of its humanitarian services for about four decades. At the same time as the humanitarian services that this population has had in both periods, in war conditions of the country after Islamic Revolution, this population did also its duty to relief and didn't omit. This 9 and half decades history and variety of activities which I have referred in the article, requires formulating its oral history. Vacuum of the matter is felt. About social function of writing of this history, it is sufficient to note that Red Crescent is a health-oriented and relief organization, and in cooperation with international partners, in itself and with its organizational partners at international level (Red Cross), is continuously engaging with natural and unnatural (human wars) crises. Since human beings are engaging a crisis and accidents in every society, time, and geographic area, it is natural that transferring knowledge and experience of antecedents, which is one of goals and functions of oral history, is necessary. When oral history of Red Crescent to be formulated, the necessity is also done, which means it becomes clear that activities of this society have been accompanied with many natural disasters and crises, and particular attention and sensitivity of humans and communities to occurrence of those crises is always inevitable. In my opinion, developing oral history of a society that its most activities are focused on responding to disasters and crises, experiences of relief managers of this society, experiences of damaged and crisis-stricken people who the society faces as help needed and vulnerable, are naturally useful for all societies and organizations that need to manage crises, because accidents lie in ambush.

An important point I can mention is diversity of subject areas for developing oral history of IRCS. If I want to summarize and list searchable subject areas for oral history of the society, apart from many activities that Red Lion and Sun Society had had in about its 55 years of performance, I can refer to cases such as the front relief in years of the imposed war, relief in the war of cities and major earthquakes such as Rudbar, Manjil, Qaenat, Qazvin and Bam, hospital ship of Red Lion and Sun Society, Hospital train of Red Crescent and special role that played during the war years through transferring and distribution of injured along its route from south to north of the country, forming teams of psychological support and emergency treatment in events that have become a model for some societies of International Red Cross, history of establishing rehabilitation in this society as the first technical and specialized orthopedic center for disabled people in the country. The last point is that one section of activity of Red Crescent Society, which is connected with a part of national history, is its activity in caring the prisoners and the missing of the imposed war and Sacred Defense. Since the first days of the imposed war and missing a number of Iranians, including soldiers, warriors and ordinary people of war zones, IRCS must be accountable to their families and also families of prisoners of war on fate and condition of their loved relatives. This work was carried out under Directorate General for International Affairs of the society as searching for the missing and the captives. The massive and unique work that was carried out in this department and dozens of Red Crescent Society's administrations in tumultuous and historic time of the imposed war, at the same time has historical importance at the national and international levels, is one of the most important unspoken pieces of contemporary history and sacred defense history; This means if it lasted for all eight years, for more than 40,000 Iranian captives and their expectant and distressed families lasted ten years, and for some of the captives, such as the late brigadier pilot Hossein Lashkary was 16 years. Throughout years of the war, IRCS through prisoner and missing bureau was the only white hope and connection loop of these families with their loved prisoned relatives in camps of Ba'ath regime of Iraq. During years of captivity, about six million family messages and letters were exchanged by IRCS and in collaboration with International Committee of the Red Cross between Iranian prisoners and their families. Moreover, among activities of IRCS were also pursuit of the missing situation, inspections of International Committee for Red Cross for registering prisoners in camps of both countries, and ...; some works have been done on compiling oral history of Red Cross societies and international societies of IRCS in the world. The last point is that oral history of such society with its long history, is very poor and deprived. One is book of "Ranj-e Rayegan (free effort)" by Dr. Morteza Rasoolipour, in which memories of Hossein Khatibi, director general of Red Lion and Sun Society are collected; chapters of this book is on oral history of the society, and there are also one or two other books in the unworked desert of oral history of IRCS.

My conclusion is that the IRCS, with this long history, absolutely needs to develop its oral history with help of scientific centers, professors and dear masters who are expert in this work in order to transfer many of unexpressed and relief experiences that relief workers, managers, doctors and nurses have acquired in facing with natural and unnatural accidents."

Oral History of Directorate General of Press and News Agencies

The second article was presented by Hassan Mehrabi, titled "Usage of Oral History for Governmental Agencies; Case Study of Directorate General of Press and Government News Agencies". Mehrabi said, "We have a variety of definitions about history; I chose this definition that history is experience of human life which has spread over time. In my opinion, we need to make oral history public. If we want to look at oral history as a just academic phenomenon, it is impossible to use it; that is, no matter how much we develop oral history, but people do not use it, it seems that our work remains unfinished.

The first point that is presented in the article is that history is experience of people's lives; using experience of experts and professionals who work in different areas is necessary. In institutions and organizations that they do not only work for themselves and their influence and importance in society is very wide and pervasive; where such as General Directorate of domestic Press and Press deputy, that its planning and activities is not limited within its scope, and has a marvelous effect in society and different people widely are influenced by its policies. Surely these must be evaluated, and the evaluation is not only through documents but also through discussions with experts who have worked there. The second point that should be taken into account in oral history of governmental institutions is that structure of our administrative and organizational system must be described and explained, because those who work in a agency and organization are affected by the organization's system, and when we discuss them in field of oral history, we have to consider that they have worked in such a structure for a long time and therefore should have a good assessment of their specialties and words.

One point that is important in relation to organizational structure is that in this administrative system agency, organization, and regulation is very important. It was existed in the past too that some came and outlined framework of laws, and everyone who spoke they said that framework of rules is in this way and do not talk! Experts and professionals always had a sea of knowledge, and since administrative framework didn't allow, they would not be allowed to discuss on their organization's special issues as long as they were working. So, we should keep in mind that a particular organization that is in operation in what area and how it communicates and behaves with its employee and expert. Within framework of administrative organization, it should be noted what uses can be made from oral history. The most important is activity of administrative organization of this country; that is, if we limit ourselves to documents and evidences and rules, then our work would not change at all, and these are experts and professionals who would accomplish the work."

He added, "When we encounter documents, they have no emotional feelings but when it comes to oral history, we can evaluate everyone who is talking to us how much is his/her honesty and abilities. In fact, we can become more familiar more concrete and precise with our subject through oral history and use it. One issue is that to record history of an organization, it's not just written history which is usable, but there is also oral history and it completes the subject and helps us."

Mehrabi continued, "I think that activity of Ministry of Culture has started since Eʿtemād-al-Salṭana', but written documents, from 1931 to 1933, are available in Press Directorate General, indicating that in early years, Press activity had been done in Ministry of Education. Then it was entrusted to Ministry of Interior and then to Ministry of Culture and Art. After the revolution, Ministry of National Guidance was established and eventually became Ministry of Culture and Islamic Guidance. Since its documents are available, the bureau has had about 25 director generals.

I have been working on its oral history for about 9 months, and unfortunately two of them have died in this period. We work in a field that part of the country documents is its Press. The Press has put forward some matters and points that their one side is explicit, for example, in a newspaper we read some matters, but there are several reasons that we should find those reasons in organizations that had made policy for these sets. For example, today we sometimes have a problem with a caricature, and it may be problem of just one caricature, but when we review antecedents and those who have made policy and discuss with them and refer to documents and evidences, we see that in early days of the revolution some people used caricatures to insult and abuse, and the policy was to stop these publishers. I think that the policy has remained until today, without knowing that subjective context.

In field of media and Press activities, governmental work must be prioritized and policy to made. We have very educated experts and professionals, and it's very interesting that several of their last generations have worked in media areas, have been in governmental apparatuses, and their experiences can be exploited also not only in one but different fields. I hope that this work to be done as soon as possible and I also can help as much as possible."

Oral History of Technical and Vocational University

The third article was presented by Shahnaz Jabalameli titled "Technical and Vocational University in Perspective of Oral History". She told, "I identified 60 people since establishment of the technical and vocational university, which was in 1963, but some of them had deceased, some were not in Iran, and some were also in provinces. Of those 60 people, I received answers of about 35 people and interviewed with 25 of them. Oral history is a research method in history, based on what people say and hear in history. In this way, we can actually understand history of the technical and vocational university in parts such as existential origin, what and why, activities and functions, and ultimately events and occurrences that have been treated based on real and unreal tastes and needs of society.

Doing the oral history project lasted seven months. The interviews were done in audio and video and were edited. After verifying and matching the interviews, they were categorized and summarized. The category which I presented here includes process of historical evolution of the technical and vocational university, curriculum, development, finance, human resources, producing knowledge, teacher training and training technical and vocational teacher, but there are other matters in this category, including : Theoretical fundamentals of technical and vocational education, inquiry and research, association with industry and entrepreneurship, as well as names of all ministers of education that the technical and vocational universities have been under their supervision from its outset, technical and vocational assistants, director generals and deputies of director general."

Jabalameli added: "In 1962 the vocational education organization of the country was formed and in 1963 deputy of high education and technical and vocational education was established, and Ministry of Higher Education was entrusted to Ministry of Science in 1967. Since technical and vocational task was training technicians, it was remained under supervision of Education. In 1968, deputy of technical and vocational training and Office of Affairs of Technology Institutes were formed and its name was changed to Office of High School Affairs. At that time, we had about 17 technology institutes. Since 1978 to 2011 these changes were done: In 1978, deputy of technical and vocational education to technical and vocational training organization, in 1979 technical and vocational training organization to deputy of technical and vocational training , in 1984 renaming technology institutes to complex of vocational and technical training, in 1991 renaming complex of technical and vocational training to technical and vocational college, in 1995 conversion of deputy technical and vocational training to educational deputy, in 1999 renaming Office of High School Affairs to Higher Education Complex of Payambar-e Azam (pbuh) and in 2011 changing in its title to Technical and Vocational University; that why all these developments happened should be identified in oral history. With these changes, locations and individuals were changed, and there is no written document on these changes."

He stated, "When technology institutes were formed, all programs were translated from abroad, such as Germany, Austria and France. In 1977 and one year before the revolution, programs were set for two disciplines of electrical and mechanical engineering. In 1978, Ministry of Science and National Organization of Educational Testing did not accept these changes and said that they would not accept only vocational school students to take part in competitive examination. Finally in 1982 Cultural Revolution and programs of reopening colleges took place. In 1983 programs for opening associate degree courses were developed. In 1994, continuous associate degree programs were implemented in new secondary school system. Since 1985, programs were reviewed every two years and no new planning has been carried out since 2003. From 2014 some basic measures have been doing through Ministry of Science.

In terms of development, we reached 145 centers from 25 ones. In terms of finance, when it was under supervision of Ministry of Education, it was treated at student level in school, and then student per capita was dedicated to it. In terms of human resource, teachers were used, but gradually some faculty members were dedicated to the centers. For improving knowledge, foreign scholarships were given to different people.

Teacher training was part of Office of High School Affairs, which the process was stopped in 2001. Noncontiguous BA for teacher training which was also under supervision of Office of High School Affairs was stopped. Oral History of Technical and Vocational University cover 170 centers from old times to now of this collection. Each of these centers must do their oral history in order to complete and close the work package."

Oral History of NLAI

The fourth article was presented by Peimaneh Salehi called "Oral History of NLAI; Features and Necessities". Salehi mentioned, "Oral history as one of new disciplines of gathering data has gone a long way in order to consolidate its status as a research tool for historical studies. This research method has a narrative character and narrates events and incidents based on insights and hearsays of witnesses and observers of historical eras. In fact, at the same time introducing NLAI and expressing its specific characteristics and necessity, describes and explain its formation stages.

Importance of collecting information about history of executive organizations through oral history interviews is one of issues that has been paid attention by enthusiasts in recent years, and recording formation way of organizations and its ups and downs over time helps to acquire comprehensive information in this field and can help managers and cadres and institutions at the present. NLAI is an educational, research and service institution that its constitution was approved by Majles (Islamic Consultative Assembly). Formal formation of NLAI dates back to 1937. In 1983 Librarianship Service Center and Organization of Cultural Documentation Islamic Revolution in 1999 were merged with National Library, and eventually approved by Supreme Administrative Council, National Library was integrated with National Documents Organization in 2002, and the current organization (NLAI) was formed. Before merging, each of these organizations had an independent identity and certain responsibilities that their situation was changed after getting a new identity. Since there was little information available about history of each of these institutes until 2004, so oral history project of NLAI was considered in this year by oral history group and was conducted."

Salehi continued: "When the plan was designed and its implementation was thought, these questions were raised as main questions of the research: Why is it important to recognize background of NLAI? What is role of oral history in recognizing formation of NLAI? What kinds of groups should be considered in selecting interviewees? Which matters are included in terms of suggested questions? In which forms the project findings can be published?

About activities of National Library, a book titled "History of National Library of Iran" was published in 1979. As well as, collection of articles by Pouri Soltani was published in a book called "Opportunity of Attendance" in 2004. Of course in this year book of "National Library of Iran" was published. In addition to the collection, "Presidents and Famous People of National Library of Iran" was also compiled and published in 2004. Measures and history of establishment of Librarianship Services Center before joining National Library of Iran was discussed in an article titled "Research Role of Librarianship Services Center". Also, collection of clarifying duties and organizational posts of the center was also prepared in 1973. Activities of Organization of Cultural Documents of Islamic Revolution till before 1999 had been mentioned only in a brochure titled "Introduction to Center". There were limited resources on history of these four organizations before current work."

He added: "history of establishment of complex of library dates back to beginning of 1860s. In 1851, Dar ul-Funun School in Tehran began its work, and 12 years later (1863), a small library was established at that school. This small complex became first core of National Library of Iran, which was officially opened 73 years later in Tehran on August 25, 1937. In fact, in 1934, Mehdi Bayani was appointed as chairman of the library and proposed establishment of National Library of Iran to Ali-Asghar Hekmat that was accepted. After that, building of National Library was constructed in Mashgh Square (corner of current Imam Khomeini and 30 Tir streets) and was entrusted to Mehdi Bayani in 1937. As well as, books of Royal Library, private library of Aziz Khan Nedai and library of Russian Loan Bank were added to library complex, and National Library of Iran was officially opened on August 25, 1937."

Librarianship Service Center, its previous name "Tehran Book Preparation Center" and proprietary name of Tebrak, was the first librarianship service center in Asia which was established in September 1968. The goal of its establishing was to provide central services for technical affairs of libraries, in particular book cataloging and categorization, guidance and consultancy to meet technical requirements of libraries, based on new principles of librarianship in Iran. Suggested and cooperated by Ms. Pouri Soltani and Mr. John Harvey, who was a professor of postgraduate courses of librarianship, a project was presented to Ministry of Science and the center began to work alongside Scientific Documents Center and was merged with National Library in 1983. Of course, this merging lasted three years.

An organization was established in 1982 through integrating Document Center of Ministry of Intelligence and Tourism and Center for Cultural Documents of Asia, affiliated to Ministry of Culture and Art, named Center for Cultural Documents of Islamic Revolution in Ministry of Culture and Islamic Guidance, and in 1982 was renamed to Organization of Cultural Document of Islamic Revolution. The organization had few measures before joining National Library. One of the most important actions of the organization is preparing an archive of documents and papers of internal political groups, illegal organizations and papers related to Pahlavi regime. It also published Quarterly List of Islamic Revolution Articles in Iranian Press since 1982 which replaced list of cultural articles of Center for Asian Cultural Documents.

Organization of National Documents of Iran or National Archives of Iran in 1970 was established to collect and preserve national documents in a single organization and provide appropriate situation and facilities for public access to these documents, as well as saving administrative and employment costs through concentration of static cases of ministries, governmental institutions and affiliated to government, and removal of superfluous papers and related to Administrative and Recruitment Affairs Organization. The organization was merged with National Library of Iran in 2002 based on act of the government.

The oral history project of NLAI was also considered in 2004. Purpose of this project was to gather information on history, tasks, organization, achievements and activities of this organization in different periods. In this project, activities and tasks of four institutes which formed this organization, before and after joining each other, were carefully examined. The Oral History Project of NLAI was conducted at levels of presidents, deputies, advisers, faculty members, directors and experts. Of course, interviewees with high ages were prioritized for interview. Talking with senior presidents and directors was conducted because of recording information about making macro management decisions and implementation of long-term and short-term programs that had resulted in many fundamental and structural changes. Similarly, comparisons between different decades of organization activity, and success and failure in performing programs and obtaining their results, were possible through interviews with these persons."

Salehi continued, "Among the main issues of the above mentioned project, we can list the following: History of formation of NLAI and its related centers; The organization departments (Document Center, Library, Service Center) and its changes over time; Organizing structure of the organization of national documents of Iran; managing and organizing resources (in the library, Document Center, Service Center, Cultural Papers Organization); way of presenting in person and absentee services in NLAI; the most important challenges facing the organization in its new identity; way of merging and integrating the library, Document Center, Service Center and Cultural Papers Organization; obstacles and problems of integrating the document organization and the national library and…. Findings of the project were background of formation of NLAI, situation of the organization in times of integration in different points, reviewing the organization's specialized activities, status of develop and promoting level of research activities and performance of the organization in its decades of activity. Among the works published are "Sarv-e Sarboland (prideful cypress)", memories of Pouri Soltani, "Az Matn Ta Naghsh (from text to role)", memories of Sirous Parham, "Sham-e Kherad (wisdom candle)", memories of Kamran Fani and "Dorr-e Danesh (knowledge pearl)", memories of Dr. Abbas Horri.

She remarked, "Oral history in recent decades, given its wide-ranging capabilities, has succeeded in many fields to help scholars and enthusiasts of contemporary history. Meanwhile, preparation and documentation of history and performance of executive agencies has become one of the most practical methods in this field; therefore, recognizing practical approaches to gathering information about organizations and institutions through oral history interviews leads to achieving a credible and coherent history of activities and tasks of executive agencies, and written sources are unable to access this information. In addition, officials and cadres of institutions and organizations always need to deep study of experiences of presidents, directors and experts in the past years in order to can plan and implement appropriate plans for achieving organizational goals based on data. These findings will enhance performance of organizations and prevent wasting time and energy and using the organization forces in the past direction."

Four productivity indicators

The fifth article was presented by Reza Bitarafan titled "Oral History Capabilities in Achieving HRM Model, Emphasizing Increase in Productivity". Bitarafan stated, "Oral history, regarding its interdisciplinary and flexible nature, which has entered in many areas, how much can appear powerful in issues of management, administrating organizations and powerful productivity, and in these areas also represent its new approaches? There has been somehow attempted to link and associate history and management science. Main question of the article is that how oral history techniques and tools can help managers to eliminate barriers of productivity, improve performance and achieve long-term and short-term programs?

The first part of the paper is about oral history. In this part, some aspects of oral history are highlighted so that managers can communicate with it, that is, a common language to be created so that a director move to take advantage of power of oral history. Many scholars and masters have pointed to nature and function of oral history in their valuable works and papers, but a director needs to know that oral history is an objective, legal and have practical and theoretical principles so the necessity to be created in them; he also needs to know that after collecting oral data, the next step is to seek verification and other resources in order to produce oral document, that is, we are faced with purposeful, informed and active interviews; an active action that interviewer does in front of narrator. A manager should know that oral history can fill up with many gaps with experiences of people, whether higher-up persons or informant people of second or third and lower levels, who have been involved in decision making of an organization for a given period; here he/she also can end up many ambiguities and somehow through oral history can achieve historical evacuation of doers and agents of an event.

Why should this matter be important to a manager and how can a manager use it? This issue is related to the same common language of management, and that there needs some explanation about management and productivity. A manager faces an organization that is an alive and dynamic phenomenon, it means caring is needed, and any kind of neglect from various levels of an organization may have irreparable effects. For this reason, a manager who seeks to achieve high goals and at the same time has limited resources, needs an accurate and effective and efficient model of HRM to reach its goals and plans and realize strategic policies of his/her organization. In a way, what is presented in complementing management is efficient and effective usage of material, human resources and directing employee efforts in a same way. All human resource management tasks require that administrator have access to information, and without information from body of organization and organs of his/her organization, cannot properly perform those tasks. One of the most important goals of managers in an organization is to realize productivity, that is, to increase productivity of organization. Now let's see how oral history can help?

Productivity has become a global demand in recent years and many investments have directed toward it. Productivity in a definition is sum of efficiency and effectiveness; efficiency means doing things properly and effectiveness means doing right works and in a simple sense and definition means work tactfully and intelligently. A manager, who is carrying out a conscious and continuous activity, is definitely looking to achieve productivity of his/her organization. Here we address productivity in terms of four indicators: keeping and rehabilitation of human resources, evaluating performance of enterprise productivity, creating organizational transparency, flexibility and promptitude of operation."

He added: "human resource in an organization is considered to be the most valuable resource, and the most important task of managers after reception and improvement is to be able to maintain their own capable human resources and not lose human resources. This is a strategic policy. Managers can get a lot of information about their employees' concerns and expectations through oral history and active interviewer, and create an environment free of tension. If somewhere needs, he/she modify old procedures or create new methods and ultimately carry out a rehabilitation and restoration in body of her/his organization. Improving performance of an organization without evaluating its performance is not possible. It can be done at four levels of person, programs, groups, and entire of organization, and in some ways, oral history observes weaknesses and shortcomings of an organization. This is important for managers who do not want small issues change to serious crises in organization. If performance evaluation to be done, managers would much better and easier have access to advantage of competition and superiority in competition market.

In creating organizational transparency, it is also clear that oral history does not leave hidden and unspoken angles and does not allow destructive factors to be formed that feed through the darkness and the unseen. This organizational transparency will be achieved by aggregating information in organizations and giving voice to all pillars of organization. It is also important for organization to provide quick, accurate and effective responses to unpredictable changes in order to maintain its superiority against competitors. Oral history can do this well by decoding marginal notes of events and rumors. For managers, it's very important to know causes of failures and achievements, and that how has been a roadmap that has been followed so far. Oral history has the power to provide all this information in a coherent, intelligible and simple set for managers in order to implementing an effective management."

To be continued….