Uncovering the inner connection between the individual and the phenomenon is the task of oral history

Maryam Assadi Jafari
Translated by: M.B. Khoshnevisan

2025-3-24

According to the Oral History website, the "Training Course on Recording Oral History in the Oil Industry: Interviewer Training" was held in person and online on Sunday, 8^th of Esfand 1403 (February 26, 2025), at the Oil Industry Documents and Museums Center. The following is an excerpt from this training course:

"Shafiqeh Niknafs," former head of the Oral History Group of the National Archives and Library Organization, referred to the formation of oral history in the world in the opening part of this course and said: "Oral history is used to compensate for the lack of historical sources. When a researcher wants to write a book or article about a historical topic, he or she needs to refer to books and documents from the past; whether it is a photograph, a newspaper, a report, or a document. They obtain the required information and write a historical article by analyzing it. Oral history is a method that helps the researcher collect information that they could not obtain from newspapers, documents, and memoirs through interviews. In oral history, we seek to gather experiences."

The Ministry of Oil's documents become stagnant after 30 to 40 years but hold historical value as first-hand sources for reference. Research based on these documents is considered second-hand, with less value compared to first-hand sources. However, oral history interviews with active and influential individuals are considered first-hand historical sources with significant research value.

Oral history is a historical research method used to collect and preserve historical information from individuals who were part of historical events or eyewitnesses. The applications of oral history are diverse, with some focusing on feminist perspectives or advocating for workers' rights. Organizational oral history, on the other hand, aligns more closely with the goals of government agencies.

For example, the Faculty of Law and Political Science conducted oral history to document and collect organizational history, while the Oral History of Senior Judges project aimed to capture the lives of high-ranking judges in the country. Other examples include the oral history of Khuzestan's development and the Central Bank. Works such as the oral history of the Bus Unit Company, Tehran Traffic Control Company, and "The Story of Royan," which details the establishment of the Royan Research Institute for infertility treatment, fall under organizational oral history.

Characteristics of a Successful Oral History Interviewer

Hojjatoleslam Saeed Fakhrzadeh, Secretary of the Coordination Assembly of Historical Research Centers and Document Banks of Iran, continued the course by explaining the role of documents in oral history. He stated, "Documents and evidence used in historiography are not originally recorded for historiography, although they are utilized in it. For instance, birth certificates are not meant to be historical documents, but we use them in history to depict the past. Historians argue that since birth certificates were not created for historiography, they provide a more genuine and unbiased view of the past without any manipulation or distortion."

There are distinctions between a source and a historical text. All documents, evidence, and information recorded at various levels, whether orally or non-verbally, and preserved in a permanent form, are considered sources. When a historical researcher verifies this information using a scientific method and transforms it into a reliable and noteworthy text, a historical text is produced.

A successful oral history interviewer must possess specific characteristics. Firstly, they must be observant, perceptive, and inquisitive. They should excel in communication and be able to engage in conversations effectively. They may encounter unusual behaviors from interviewees throughout a project, so patience is crucial. A love for oral history work and a commitment to ethical principles are also essential traits. For instance, if an interviewee requests certain information to remain confidential or returned, the interviewer must be trustworthy and discreet. Verbal communication with the interviewee is vital, as the interviewer should prompt the interviewee to recall memories. Nonverbal communication, such as body language, is also significant. The interviewer should display enthusiasm and engagement throughout the interview. It is important for the interviewer to be well-informed about the interview topic and create a conducive atmosphere. Lastly, familiarity with audio and video recording equipment and the ability to transfer audio files are valuable skills for an oral history interviewer.

Choosing the right interviewee is another crucial aspect of the interview process. When selecting a narrator from two individuals who have witnessed an event, it is important to choose the one with a good memory and strong speaking abilities.

Once the narrator and project subject are chosen, the next step is to begin collecting comprehensive and well-documented information. This process also involves identifying individuals for interviews. Initial conversations may be necessary before moving on to oral history interviews.

During the interview, it is essential to maintain a chronological order. Narrators recall memories within a specific context that is clear to them but may not be to the interviewer. To stay engaged and guide the conversation effectively, it is important to politely steer the narrator towards a chronological order without controlling the interviewee.

The focus should be on details and events rather than analysis. While some analysis may occur, the goal is to uncover the reasoning behind the narrator's thoughts and decisions related to the phenomenon. This internal perspective is crucial for oral history, as it aims to reveal the narrator's personal connection to the event. In oral history, the emphasis is on the narrator's internal views and interactions with the phenomenon. By exploring the narrator's reasoning and internal behaviors, a more profound understanding of the event can be achieved.

From "Knowledge Management" to "Oral History"

Dr. Ali Tatari, Secretary of the Oral History Association, continued with the topic of "Organizational Oral History and Its Applications." After explaining the origin of organizational oral history, he stated, "Contrary to our imagination, oral history in the West began with an organizational approach in European countries, England, and especially after World War II in the United States of America. Later, they shifted towards cultural, social histories, and overlooked organizational oral history. However, after World War II, there was a shift and organizational oral history became prominent, particularly in Europe, focusing on England and America. The American approach to oral history was more socialist, whereas in England, the belief was that all components of an organization should be examined, not just the heads and managers. An example of this approach can be seen in the "Oral History of the Central Bank," which included an interview with a butler of the Central Bank. This raises the question of the butler's impact on knowledge management. It is essential to include all aspects of an organization in an organizational oral history project, including a cellular history."

Organizational oral history in Iran has a relatively short history. The Oil Industry Oral History Unit began its work in 1392 (2013) under the leadership of Dr. Torkchi. While it has produced several titles, such as the Oral History of Oil Ministers, it may appear to have fewer resources compared to other organizations.

There are various concepts that are closely linked in oral history. Many organizations struggle to differentiate between "knowledge management", "organizational memory", "organizational history", and "oral history". Knowledge management has been integrated into government agencies, private companies, and banks for approximately seven years. However, what is the connection between oral history and knowledge management? While they are related, they serve different purposes and are complementary to each other.

"Knowledge management" involves gathering all the knowledge, experiences, and documents within an organization. In simpler terms, when a CEO of an oil company needs to review an oil contract, they should be able to access all relevant records quickly. These records may include documents, reports, books, and oral history interviews.

All events that occur in an organization are part of its "organizational memory". Every organization has a history and documented sources, which serve as this memory. However, this organizational memory is not readily available to us and can only be utilized as a tool in the hands of managers. It is essentially an active archive, but it must be intentionally created. Therefore, it is crucial for organizations to establish and maintain their organizational memory.

The goals of organizational oral history include:

1. Establishing a platform for immediate and easy access to past information and knowledge.

2. Highlighting key organizational points and decisions during significant periods.

3. Utilizing organizational memory as informal knowledge.

4. Creating a repository of organizational experiences, skills, decisions, and reactions, also known as tacit knowledge, which requires a platform for official memory.

5. Applying past knowledge to current situations.

6. Disseminating knowledge across all levels of the organization to build a strong organizational culture.

7. Developing a critical perspective through critical attitudes as a management strategy.

8. Utilizing organizational memory in periods and contexts where there is no official history.

9. Documenting the history of organizations and companies, particularly economic ones.

10. Recognizing and honoring prominent, elite, and influential figures within the organization who may have been overlooked.

Standard organizational oral history typically involves three stages. The first stage involves interviewing everyone within the organization and then refining the information gathered, without being overly sensitive. This model is commonly used in Western organizations. The second stage involves asking specialized questions and selecting specific individuals to interview.

The third stage in the oral history of an organization that we have not previously worked on is to sit down and engage in debates with former managers. The questions and challenges in these debates stem from the oral history interviews, and they also yield their own outcomes.

Interviews with employees at all levels of the organization, attention to their psychological issues, analysis of the organization's structure and performance, consideration of informal history, transfer of managerial experience, and the cyclical nature of organizational history are some of the key characteristics of organizational oral history.

In the final part of this training course, Mustafa Basirian, responsible for recording the oral history of Iranian oil contracts, explained the process of this project.