Organizational Trauma Management in Iranian Public Organizations: A Qualitative Exploration with Emphasis on Cognitive–Behavioral Interventions
Keywords:
Organizational trauma management, Cognitive–behavioral interventions, Self-control, Team cohesion, Managerial supportAbstract
Organizational trauma, as a complex and multidimensional phenomenon in the field of management and organizational psychology, describes the psychological, social, and functional damages arising from sudden or prolonged crises. In Iranian public organizations, this trauma has become a chronic challenge due to bureaucratic structures, political and economic pressures, and resource constraints, leading to reduced productivity, increased job burnout, and a decline in the quality of public services. Although previous studies have identified trauma-related factors, they lack a comprehensive indigenous model with a focus on practical interventions. This study was conducted with the aim of designing a conceptual model of organizational trauma management using a cognitive–behavioral approach in Iranian public organizations. The research methodology was qualitative and based on thematic analysis (Braun & Clarke, 2006). The study population consisted of experts in management, human resources, and organizational psychology with at least five years of relevant experience. Purposeful and snowball sampling resulted in 19 semi-structured interviews until thematic saturation was reached. Data were analyzed using MAXQDA 2020 software, and validity was ensured through member checking, transferability, confirmability, and reliability (with an inter-coder agreement of 81%). The findings extracted four main dimensions: cognitive dimensions (cognitive restructuring, metacognitive awareness, cognitive flexibility, problem-solving); behavioral and emotional dimensions (self-control, adaptive and coping behaviors, emotional regulation, emotional intelligence, mood improvement); social and interactive dimensions (interpersonal communication, team cohesion, social problem-solving); and organizational and structural dimensions (cultural change, safe environment, managerial support, organization). This model demonstrates the reciprocal interaction of these dimensions in enhancing organizational resilience. The novelty of the study lies in presenting a localized model by integrating a cognitive–behavioral approach, which contributes new knowledge to the studied context, including the interpretation of the role of modifying thought patterns in reducing the effects of trauma under Iranian cultural pressures.
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Copyright (c) 2025 Somayeh Khazaei Kohpar, Davood Kia Kojouri, Azam Haji Aghajani , Mehran Mokhtari Bayekolaei (Author)
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