An Exploration of Managers' Mentality Towards the Inhibitors of Organizational Forgetfulness in Mashhad

Organizational learning is often dependent on organizational forgetting processes; That is, organizations that intend to make changes in themselves often have to forget the old knowledge that has limited them in the past, and in this context, mental modeling will be helpful. Therefore, the purpose of this research is to remove the obstacles of forgetting ineffective knowledge and old procedures in public organizations so that organizations can create the ground for inducing innovation, new opportunities, renewing organizational routines, and decisions. This research is applied-developmental in terms of purpose, and its strategy is exploring mentalities (Q research methodology). In order to collect the discourses, interviews were conducted with 6 managers of public organizations, as well; library documents (theoretical bases) were also used. The participants in Q ranking were the managers of the public organizations of Mashhad, out of which 30 people were selected in a non-random and purposeful way and 20 people agreed to cooperate. The findings of the research show seven types patterns including, weak organizational maturity, weak organizational memory, tendency to stagnation and lack of organization agility, attachment to the past and low absorption capacity, weakness  of human capital, resistance to delearning and lack of creative thinking in the organization. It shows as factors preventing organizational forgetfulness from the point of view of managers of government organizations in Mashhad. In this regard, weak organizational maturity is the dominant mentality that has been identified, which is an important obstacle in the path of organizational oblivion due to the lack of culture of change, lack of expertise and knowledge of employees, lack of support from the senior management of the organization, and lack of proper performance evaluation.