Designing a structural-interpretive model of breaking the defensive silence of creative employees in iranian government organizations

Previous research shows the existence of the phenomenon of defensive silence in organizations among creative employees, which leads to a kind of organizational silence called defensive silence and has destructive effects on employees and the organization. A review of previous related studies did not find any research that has dealt with the designing a structural-interpretive model of breaking the defensive silence of creative employees in iranian government organizations.

The main purpose of this study was to design a model for breaking the defensive silence of creative employees in government organizations

The current research is practical in terms of its purpose, and in terms of its nature and method, it is a qualitative-quantitative method. The statistical population of this research in the qualitative part includes creative employees in the government organizations of Ilam province in 1400, who were selected according to their performance and consultation with the managers of the relevant organizations. The sampling method in the qualitative section was targeted and accessible sampling. In the quantitative section, 10 experts familiar with the research topic were used to level the factors. In this research, structural-interpretive modeling (ism) method is used.

The factors affecting the failure of the defensive silence of creative employees were graded using the ism method. In the first level four variables; Perceived organizational support, positive reinforcement, organizational loyalty and employee openness were included. In the second level, there were two variables of organizational transparency and civic virtue, and in the third level, there were three variables of creative leadership, improving human resource management programs and a culture of criticism.

According to the results of the present study, it seems breaking the defensive silence of employees starts with creative leadership, improved human resource management programs and critical culture in organizations.