presenting a model of organizational insentience in the red crescent society

Introduction: organizational insentience has been one of the main challenges in recent yearsand refers to a situation in which employees of the organization have become indifferent to theirorganizational environment. this study aimed to design a model for dealing with organizationalinsentience in the iranian red crescent society.methods: in this qualitative study, after investigating the phenomenon of organizationalinsentience and reviewing the theoretical foundations, in-depth interviews were conducted withexperts, managers, and masters in the red crescent society. theoretical saturation wasachieved after conducting 21 interviews. subsequently, the data obtained from the interviewswere analyzed through grounded theory and qualitative coding (open, axial, and selectivecoding).findings: the findings showed that the main axial theme in this study was organizationalinsentience, and six themes of senselessness toward the concept of work, double standards,accountability, organizational discrimination, lack of strategic management procedures, andinability to implement policies were the requirements for dealing with organizationalinsentience, which were coded under the theme of causal conditions. in addition, such factors asdecent governance, strengthening the psychological dimension, building trust, strengtheningstaff's skills, organizational independence, strengthening innovation and creativity, justice,supportive behavior, and supportive environment were selected as the main strategies to dealwith organizational insentience.conclusion: it seems that the dominant organizational culture, along with management styleand type of communication within the organization, has the main effect on the issue oforganizational insentience.