Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1696591625322.pdf (Zimbabwe)
January –March 2014 NATIONAL ARCHIVES OF ZIMBABWE NEWSLETTER Issue 1 vol.

2 Provincialization of archival services– A step in the right direction establishment of full-fledged archival centres in the country's provinces and it is one of the efforts to bring archives to the people.

With the NAZ at people's door-steps, more and more people are set to understand and appreciate what the NAZ is, its functions, aspirations, products and services.
Provincialization also helps to reduce pressure and workload on the centre, that is, Harare.

With a full -fledged provincialization pro- gramme, the mission of the NAZ can be met with ease.

Aluta continua provincialization!

By Samson Mutsagondo The National Archives of Zimbabwe (NAZ) was established in Harare in 1935.

However, it has since spread to 6 of the country's 10 provinces, that is, Bulawayo (1966), Manicaland (1986), Masvingo (1987), Midlands (1988) and Mashonaland West (1999).
Mashonaland Central, Mashonaland West, Matabeleland North and Mata- beleland South are still to have their own archival centres.

Except for Bulawayo, all other provincial archiv- al centres are merely Records Cen- tres.

This means that their archival functions are restricted to the man- agement of semi current records.

Nevertheless, the establishment of provincial records centres has been a step in the right direction.
It is indeed an eye-opener towards the From the Editor’s Desk Mr. Samson Mutsagondo, Midlands Provincial Archivist I welcome you to a new issue and a new year.

May 2014 bring you good tidings and a fresh perspective as we take archiving to new heights!

We know that some of you like to draw up countless resolutions which, by the way, are never truly followed.

2014 is your chance to take action over resolutions you made towards the end of 2013 and some you utterly failed to do then.
We only hope the promises were not made over a stupid drunken bet at a local bar with your equally not -so -serious friends!

We have a tough but exciting year ahead so let us take the opportunity to be the best at what we do and do it well.

Hope you will enjoy reading your favourite newsletter and keep on supporting your team to bring you Archives best.!

ED.

Emotional Intelligence.

Page 3 Opinion.

Page 4 2013 in retrospect: NAZ in pic- tures.
Page 5 Inside this issue: Looking back at 2013 looking forward to 2014 Remedying the Archives Archival Platform Workplace Gossip Editorial Page NAZ in pictures 2 2 2 3 4 5 Archives sit side -by-side within the sector broadly defined as ‘heritage’ NATIONAL ARCHIVES OF ZIMBABWE NEWSLETTER Page 2 Looking back at 2013: Looking forward to 2014 As the year ends we pause for a moment of reflection to consider the state of the archive – the good news, the challenges and the way ahead.
The challenges – in brief The role of archives in a democratic society is insufficiently understood or appreciated: Many of the challeng- es facing the archives can be as- cribed to an insufficient understand- ing of or appreciation for the im- portant role of archives in a democ- racy.
In our engagement with the sector we have found that the under- appreciation for the role of archives within a democracy is linked to a the widespread perception that archives have only to do with history, with the past rather than the present and the records management – and that the archives continuum is misunder- stood.

Archives, heritage and history are entangled in complex ways.
Archives sit side-by-side within the sector broadly defined as ‘heritage’: This sector is largely fragmented, unco- ordinated, under-resourced and poorly managed.

Legislative man- dates overlap and policies are inco- herent, inconsistent or non-existent.
We argue that an integrated archival policy and delivery framework is required to create an enabling envi- ronment within which the mecha- nisms for engagement are articulat- ed and roles and responsibilities defined What do we need to address these challenges?

What do the archives need to remedy the situation before it becomes unsalvageable?
The Archival Plat- form has identified five critical re- quirements: • Visionary leadership: including a strong executive Council that brings the sector’s finest minds to bear on leading the institution into the future;  A political champion: one who understands that archives play an important role in addressing the countries skewed history and are critical to democratic accountability and who is able to speak out loudly and pas- sionately for archives in policy and decision making forums at the highest level; • Visibility and status: as the govern- mental entity tasked with managing and preserving the records of gov- ernment, the archives need to be promoted as one of the core institu- tions required to uphold democracy;   Either a massive cash injection: such as the one-off conditional grant given to libraries to facilitate capital projects OR a new model / vision for the custodial function of the Na- tional Archives; Professional capacity: an ex- panded corps of archivists, records managers, conserva- tors, information technology staff, etc.
: with the skills and dedication to deliver a National Archival system that meets the need of the state and its citi- zens to collect, manage, pre- serve and make accessible the Record of government  An informed citizenry, able to exercise their democratic rights to information to eluci- date the past, imagine the future and hold government to account in the present.
What is at stake if this situation is not addressed urgently is the irre- deemable loss of information, as existing records are endangered and potential records ignored or ren- dered obsolete.

When the archive is inadequate, dysfunctional or closed we lose the resources on which we depend to understand the predica- ment of the present; to make sense of the past; hold government to account and plan for the future; we lose a potentially dynamic public resource and a platform for public deliberation.
These are losses our fragile democracy can ill-afford.

This is an abridged article by Jo- Anne Duggan Director: Archival Platform.

Source http://www.archivalplatform.org/ blog/entry/ look- ing_back_at_2013_looking_forward_t o_2014/ NATIONAL ARCHIVES OF ZIMBABWE NEWSLETTER Page 3 Causes and Effects of Workplace Gossip By Loveness Makuwaza Dealing with Gossip at Work Gossip can be defined as the spread of personal affairs, half truths, or lies about other individuals or groups of people.
Gossip can be detrimental to reputations and self-esteem, and damage relationships.

Gossip in the workplace reduces productivity of those doing the gossiping and wastes the time of the administrators who must address this behaviour.

Organi- zations plagued by workplace gossip often find problems with morale, productivity, and ultimately, perhaps even profitability.

Go to the source: When gossip starts, it’s best to squelch it by going directly to the source.
Once the person is spoken to, the business owner can direct attention to others spreading the gossip at work.

Put out the rumour fires: A public announcement within the company may need to be made to stop ru- mours from flying.

This statement doesn’t have to directly address the current workplace gossip topic, but should make it clear that the situa- tion won’t be tolerated.
Set things straight: If necessary, counteracting gossip with the truth will usually put a stop to those who try to perpetuate rumours.

Preventing Gossip at Work Provide productive discussion times: Workers are more likely to gossip if they feel they have to fight for a moment of discussion.

Provide productive discussion times through company meetings with business owners, department meetings, and with an open-door policy.
Have guidelines in place: Every work environment should have guide- Emotional Intelligence Intelligence is not only limited to being an intellect person in terms of academics it stretches beyond that.

One also needs to be emotionally intelligent so as to make it in life.

There has to be a balance between mental power and emotions.
Emo- tional intelligence (EQ) is the ability to identify, use, understand, and manage emotions in positive ways to relieve stress, communicate effec- tively, empathize with others, over- come challenges.

Important attributes of emotional intelligence Self-management – You’re able to control impulsive feelings and behav- iors, manage your emotions in healthy ways, take initiative, follow through on commitments, and adapt to changing circumstances.
Uncon- trolled stress can also impact your mental health, making you vulnerable to anxiety and depression.

If you’re unable to manage your stress levels, it can lead to serious health prob- lems.

Social awareness – You can under- stand the emotions, needs, and con- cerns of other people, pick up on emotional cues, feel comfortable socially, and recognize the power dynamics in a group or organization.

in place for dealing with gossip at work.


An employer who makes it clear from the get-go that gossip isn’t toler- ated will help prevent it from starting.

Encourage a team environment: Employees who enjoy working together as a team and have great workplace morale are less likely to fall into nega- tive behaviours such as gossip.

Busi- ness owners can encourage a team spirit and foster it through positive group activities within the workplace.
Gossip can be detrimental to reputations and self-esteem, and damage relationships Relationship management – You know how to develop and maintain good relationships, communicate clearly, inspire and influence others, work well in a team, and manage conflict.

Emotional intelligence can help you navigate the social complex- ities of the workplace, lead and moti- vate others, and excel in your ca- reer.

Emotionally intelligent people seem to be always happy and carefree.
Good leaders are emotionally intelli- gent.

Martin Luther King Jr (Right) an American pastor, activist, humani- tarian, and leader in the African- American Civil Rights Movement.

He is best known for his role in the advancement of civil rights using nonviolent civil disobedience based on his Christian beliefs.

THE EDITORIAL PAGE comments/letters +263-4-792741-3 Email: archives@archives.gov.zw Quote of the Day: "There are far, far better things ahead than any we leave behind.” Anon.
They said it: “We continue to over- look the fact that work has become a leisure activity”.

Mark Abrams OPINION Archivistics and Acquisition.

By Livingstone Muchefa The intention of Acquisition policy is to establish the scope, criteria and terms for the acquisition of materi- als into the Archives.

The acquisition policy seems to be something that is far away from the immediate con- science of the archivist, records manager and librarian.
In as much as it is key and fundamental in describ- ing what constitutes our collection, it has to be revitalized and brought forward again to the forefront of archival business just like the ZIMASSET way.

In line with the Archives Act 1986 (25:06), which is very flexi- ble to allow acquisition of records of all formats, the policy has to now allow acquisition of audio-visuals of Richard Matimba of the “Zvirikumbofamba sei?” fame and the controversial Jacob Moyana.
Who knows, in the next generation, these guys would have set a new musical trend.

Township music in colonial times, tradi- tional games such as tsoro, currently researched areas and archives and museums being information pro- viders as well.

Hatidi kuzoshaya kuti zvaifamba sei.

(We do not want our heritage to die).

Archivists act as agents of the present and the past for the future.

Archivists have major responsibilities for determining what records are identified, saved, and protected.
Their work ensures the availability of institutional records needed for documentation, legal, and other purposes, as well as supports the transmission of cultural infor- mation and historical and other research.

Comments Editor-The Newsletter is something the archivist and archives user will in the fu- ture desperately refer to for reference purposes.

It gives insights to the circumstances that surround the day to day activities in an archive.
Could you please give us a column for things such as best expe- riences at Control Desk, cra- zy moments, breaking new ground among other things.

The newsletter will serve as the manuscript, it will allow future staff members to read into the moods, emotions and experiences of current employees.

The Archivist.

Editor– Can the NAZ news- letter have more pictures in the next issues.

Concerned.
Concerned.

WORD FOR THE DAY: Romans 14: 1-4 (1)Now accept the one who is weak in faith, but not for the purpose of passing judg- ment on his opinions.

(2) One man has faith that he may eat all things, but he who is weak eats vegetables only.

(3) Let not him who eats regard with contempt him who does not eat, and let not him who does not eat judge him who eats, for God has accepted him.

(4) Who are you to judge the servant of another?


To his own mas- ter he stands or falls; and stand he will, for the Lord is able to make him stand."

Readers are kindly requested to refrain from using abu- sive, vulgar, racist, tribalistic, sexist, discriminatory and hurtful language when posting their comments on the National Archives of Zim- babwe newsletter.
Those who transgress this civilised etiquette will be barred from contributing to our issues- Editor NATIONAL ARCHIVES OF ZIMBABWE NEWSLETTER NAZ IN PICTURES A 2013 IN RETROSPECT B C D Takunda Guchu, Innocent Nkalei and Zivanai Kadzora man- A. ning the Archives stand at ZITF.

B. Archives staff having a tea break during the Gweru Records Centre Silver Jubilee celebrations in Gweru.
C. Archivists Munyika Sibanda,Samson Mutsagondo and Blessed Magama posing for a picture during the silver jubilee celebrations.

D. Commissioning of the air conditioning system at the NAZ auditorium.