Oral History: Utilising the Experience of Others

Abstract

The Irish Defence Forces Leadership Doctrine emphasises the need for lifelong study and experiential learning, and the Defence Forces have considerable experience in managing oral history projects, including the Bureau of Military History and the Military Archives Oral History Projects. However, Irish doctrine does not outline any formal method to capture these experiences as a leadership development tool or to enhance organisational memory. The aim of this paper is to examine the value of utilising oral history for leadership development and organisational memory. It demonstrates that there is a risk to organisational memory unless a formal methodology is in place to capture the experiences of Defence Forces members and connected personnel. The use of tacit knowledge, which has facilitated the handover of information to date, is not sufficient nor is the written record alone. This paper shows that a combination of multiple primary sources, including the written record and oral history, provides an opportunity to enhance leadership development. It also demonstrates that the use of oral history provides an opportunity to capture the social and human aspect of Defence Forces activities to not only enhance organisational memory but to understand the context within which decisions were made.