Recognizing and understanding the strategic regret phenomenon of the government organizations managers and presenting a fuzzy cognitive map of Its’ causative factors and its’ consequences with FCM

One of the management errors of managers, which is the result of making non-optimal decisions, is strategic regret, which shows itself in the form of a Weakening of the performance, efficiency, and effectiveness of government organizations managers and causes severe damage to government organizations'. Therefore, the present study was conducted to identify and analyze the antecedents and consequences of strategic regret in the managers of government organizations using the fuzzy cognitive mapping method. The current research is exploratory in terms of the practical purpose of gathering information. Also, this research is a mixed type of research and is based on qualitative and quantitative research. The statistical population of this research includes managers of government organizations who were selected by purposive sampling and based on the principle of theoretical adequacy. The data collection tool is an interview in the qualitative part and a questionnaire in the quantitative part. The validity and reliability of which were evaluated using content validity and theoretical validity and intra-coder and inter-coder reliability methods for the interview and content validity and retest reliability for the questionnaire, respectively. Qualitative data were analyzed with "Atlas T" software and content analysis and coding method, and quantitative data were analyzed with the fuzzy cognitive mapping method. This research indicates that not having a strategic approach and thinking, being in conditions of high uncertainty, and lack of vision and short-term vision are the most important factors that cause strategic regret in the managers of government organizations. Also, increasing the atmosphere of lack of trust in managers, reducing the credibility of the organization and managers, and increasing the atmosphere of organizational pessimism were identified as the most important consequences of strategic regret in the managers of government organizations. Therefore, as a general conclusion, it should be stated that according to the findings based on the results section, the strategic regret of managers is a risky phenomenon for the organization. According to the antecedents identified in this research, managers should take into account the approach and strategic thinking so as not to fall into the trap of this phenomenon.Introduction In today's turbulent world where managers are faced with difficult ups and downs, depending on their position, they react differentl