شناسایی آسیب‌های جلسات کاری و پیامدهای سازمانی آن در دستگاه‌های دولتی

Abstract
The present study aims to identify the pathologies of work meetings and analyze the resulting organizational consequences in Iranian governmental agencies. This research seeks to provide an analytical and practical perspective on the real challenges and issues of these meetings, offering solutions tailored to enhance their efficiency and effectiveness within these organizations. This study is qualitative and applied; data were gathered through semi-structured interviews with 30 employees, experts, and managers of governmental agencies. The data analysis utilized thematic analysis with a reflective and interpretive approach. The findings indicate that work meetings in governmental agencies face four main categories of pathologies: Executive, Behavioral, Technical-Content, and Structural. Each category is associated with multiple negative consequences for the organization and its personnel. The research results show that these identified pathologies lead to a disruption in the decision-to-action cycle, a decline in motivation and organizational effectiveness, the erosion of social capital and organizational trust, the waste of intellectual and temporal resources, reduced decision-making quality, and the intensification of psychological pressure and employee burnout. Based on these findings, fundamental reform of the work meeting system is deemed essential to enhance the overall quality and macro-level productivity of the organization.
Introduction
Work meetings are considered one of the fundamental managerial tools in organizations, playing a vital role in coordination, decision-making, and the advancement of executive activities, while consuming a substantial portion of organizational time and human resources. Despite their importance, research evidence indicates a growing prevalence of unproductive meetings, which lead to consequences such as time waste, reduced productivity, weakened employee motivation, and negative impacts on organizational culture. A review of the literature shows that most organizational studies have predominantly focused on macro-level issues, while routine organizational processes such as work meetings and their pathologies have received limited scholarly attention. This research gap is particularly critical in public sector organizations, which play a central role in the administrative system and the provision of public services. Accordingly, the present study aims to identify the pathologies of work meetings and analyze their organizational consequences within Iranian governmental organizations.
Case Study
The present study was conducted within governmental organizations in Hamedan Province, Iran.
Materials and Methods
This qualitative and applied study was conducted to identify the pathologies of work meetings and analyze their organizational consequences in public sector organizations. Data were collected through semi-structured interviews with employees, experts, and managers, and sampling was based on the principle of theoretical saturation, considering diversity in organizational levels and work experience. The data were analyzed using thematic analysis, including initial coding, categorization of core themes, and linking them with theoretical concepts. Subsequently, each identified pathology was associated with its corresponding negative organizational outcomes based on organizational management theories. The analysis followed a reflective and interpretive approach, and the trustworthiness of the data was ensured through participant validation and independent review by expert researchers.
Discussion and Results
The findings of the study indicate that work meetings in public sector organizations face four main categories of pathologies: executive, behavioral, technical-content, and structural. Executive pathologies, including managerial autocracy, concentration of authority, and weak follow-up on decisions, disrupt information flow, organizational coordination, and the decision-making process. Behavioral pathologies, such as fear of expressing dissent, interpersonal hostility, and self-censorship, reduce employee motivation, trust, and productivity, while limiting psychological safety and active participation. Technical-content issues, including deviation from the agenda, superficial participation, and ceremonial reporting, compromise decision quality and the effectiveness of meetings, disrupting the flow of accurate information. Structural pathologies, such as inappropriate scheduling, presence of irrelevant participants, and lack of feedback or review, constrain organizational learning and innovation. Analysis based on organizational effectiveness and open systems theories demonstrates that these pathologies collectively impair decision-making, weaken social capital and organizational trust, and reduce the organization’s capacity for continuous process improvement, resulting in significant negative impacts on employee performance and motivation.
Conclusion
The findings of the study indicate that work meetings in public sector organizations are influenced by a combination of structural, behavioral, technical-content, and executive pathologies. Behavioral and structural pathologies, as underlying causes, activate key mechanisms including “reduced decision-making quality, destruction of social capital and organizational trust, and disruption in organizational learning and innovation.” This process diminishes meeting efficiency, impairs information flow, reduces coordination and employee motivation, and limits the organization’s capacity for learning and innovation. The results emphasize that meeting inefficiency stems from deeper structural and cultural factors, and addressing only executive and technical issues cannot be effective without tackling these root causes. Therefore, redesigning the structure, processes, and management of meetings is essential to enhance overall organizational effectiveness.