Phenomenological Analysis of Competency Traps among sector public managers

Purpose: Competency traps are a set of old methods, procedures, values ​​and beliefs where managers believe the only way to achieve success and excellence is to adhere to the basic and learned old principles and consider any path outside of it to be incorrect. Competency traps are inhibiting factors that create stagnation and inertia in managers, putting them in traps and taking them away from competency. Therefore, given the importance of the subject, the current research aimed to analyze the phenomenological traps a public organization mangers competence and to identify the dimensions and consequences of competency traps in a public organization. Methodology: The current research was applied in terms of its practical purpose, and it was descriptive-exploratory in terms of data collection method. Besides, it was of a qualitative study using the phenomenological method and Dickelman's approach. Since the research was qualitative, we collected data through in-depth interviews with the participants. Using purposeful sampling method and based on the principle of theoretical adequacy, twenty managers were selected as sample members. Researchers applied qualitative content analysis method and Maxqda software to analyze the data obtained from the interviews. Findings: In addition to a better understanding of the phenomenon studied in this paper, findings include fifteen dimensions and fifteen consequences as the outcomes of the competency traps of public organization managers. The dimensions of competency trap include misunderstanding of changes in the organizational environment, officers’ acting based on fixed limitations, and finding paths relevant to former knowledge and experience. The consequences of competency trap include mismatch of organizational values with current effective defense technology, weaknesses in the individual development of army personnel, and the emergence of Early aging syndrome.