شناسایی انواع تله‌های مدیریتی در نظام اداری با روش نقشه شناختی فازی

Purpose: Accurate and timely recognition of these traps helps government managers recognize warning signs before they get caught, design more effective control and monitoring mechanisms, institutionalize a culture of real accountability, and ultimately direct limited resources toward tangible and sustainable results. Therefore, the present study was conducted with the aim of identifying and analyzing the types of management traps in the administrative system.

Design/ methodology/ approach: The present study is an exploratory research in terms of its purpose and in terms of data collection. This research is also a mixed qualitative and quantitative research based on a deductive-inductive approach. The statistical population of the study is managers of government organizations and university professors who were selected using purposive sampling and based on the principle of theoretical adequacy. The data collection tool in the qualitative part is an interview, the validity and reliability of which was confirmed using content validity and theoretical validity and the intra-coder and inter-coder reliability methods. The data collection tool in the quantitative part is a questionnaire, the validity and reliability of which was confirmed using content validity and test-retest reliability. Qualitative data were analyzed using content analysis and quantitative data were analyzed using the fuzzy cognitive map method..

Research Findings: The findings of the qualitative part of the research include the identification of 15 management traps in the administrative system. The findings of the quantitative part also indicate that among the 15 management traps identified in the qualitative part, the bureaucratic inertia trap, the confirmation bias trap, and the negligence trap in strategic decision-making are the most important management traps in the administrative system.

Limitations & Consequences: The findings of the present study provide significant insight into the concept of management traps; however, it also faces some limitations. Among the limitations of the research, it can be noted that the research findings may not be generalizable to all organizations and administrative systems, given the characteristics of the organizations and the statistical population under study, and that some participants may have refrained from fully expressing their views on management traps for organizational or personal reasons.

Practical Consequences: Managers at various levels often engage in short-term and reactive decision-making, avoid taking the risks necessary for change, interpret information selectively, tend to confirm their own assumptions, and fall into the trap of depending on previously tested solutions. Therefore, by identifying the types of management traps in the administrative system, the present study helps managers to become aware of these traps and prevent them from getting caught in them and to stay safe from the harmful consequences mentioned in this study.

Innovation or value of the Article: The present study, focusing on identifying and analyzing the types of management traps in the administrative system, presents a new initiative in the public management literature that not only examines management traps, but also reveals the local and cultural patterns of these traps by using a mixed qualitative-quantitative method and a case study on the administrative system of Lorestan. The main value of this research is in providing a practical framework for managers and policymakers that can help improve decision-making at different organizational levels by suggesting preventive and corrective strategies and ultimately leading to sustainable transformation in the administrative system.

Innovation or value of the Article: The present study, focusing on identifying and analyzing the types of management traps in the administrative system, presents a new initiative in the public management literature that not only examines management traps, but also reveals the local and cultural patterns of these traps by using a mixed qualitative-quantitative method and a case study on the administrative system of Lorestan. The main value of this research is in providing a practical framework for managers and policymakers that can help improve decision-making at different organizational levels by suggesting preventive and corrective strategies and ultimately leading to sustainable transformation in the administrative system.