The nature of an organization shows the key principles and practices of who we are and what we do and defines how individuals, as a member, reflect the nature and characteristics of their organizations (1). According to the high goals of the organization, one of the most important tasks of organizations is to motivate employees as the strategic assets of the organization. In the meantime, organizational negligence is a wrong behavior that if it penetrates the soul and body of the organization, the organization will suffer from chronic mental and motor retardation (2).
One of the consequences of neglecting human resources is the creation of a phenomenon called organizational insentience (3). Insentience in the organization is described as the behavior of an individual who mechanically and without using his genius and creativity makes organizational achievements without question. As a result, accepting the orders, which are far from any interest, although may seemingly maintain organizational order, does not motivate employees to strive, accept responsibilities, or show initiative (4). Sometimes people react to orders in the form of protests and strikes, which are the most obvious forms of dissatisfaction, and sometimes the high absence of staff indicates this; however, what causes people to give up and become insentient is deep dissatisfaction for a long time (5).
Organizational insentience is caused by inattention to the organizational sensor and is a kind of failed sensing (6) and a process that is caused by expectations that are not met (7). Regarding the formation of the problem of organizational insentience, various components can be mentioned, including human resource management (8), meritocracy (9), organizational culture (10), manager-employee relationship (11), job alienation (12). These topics have been evaluated by researchers and their positive or negative role has been examined in the formation of organizational insentience. Considering the social aspects of organizational insentience, it can be concluded that one of the influential components on the formation of organizational insentience is the concept of social responsibility of organizations (13).
Indifferent employees not only do not create a competitive advantage for the organization but also increase organizational costs. In addition, the individual becomes unmotivated to achieve organizational goals (14). Therefore, organizational insentience occurs when the organization does not pay attention to sentient activities. Organizational insentience means indifference, hopelessness, numbness, and carelessness in the organization; nevertheless, sentient is the use of emotion alongside logic in the organization (15). Aguinis and Glavas (2017) suggested four factors that lead to individual sensemaking in the organization, namely work orientation, moral identity, environmental values, and communal values. Work orientation has been proposed as an important effective and significant factor in sensemaking in the organization (16).
Social identity, the structures associated with it, is as intermediaries that are often studied in the social responsibility literature of organizations (17-19). In addition, the self-concept of the individual (e.g., who am I?) forms what is meaningful (20). Although there is extensive literature on social identity, it takes more work and time to understand how people interpret it specifically in their field of work (21, 22). Values in this domain are important factors in sensemaking since they are the main source of meaning in the individual and the organization (20). Moreover, communal values refer to the ultimate desirable state of human well-being through the protection of basic human rights and the satisfaction of human needs (e.g., growth and dependence) (22).
Khamshaya et al. (2019) in a study entitled "A Metaphorical Interpretation of Organizational Insentience Phenomenon: Developing and Validation of a Conceptual Model" concluded that organizational insentience can be depicted in the form of a three-layer model. At the most fundamental layer of the conceptual model, the four factors of insentient roles, insentient events, general insentient development, and negative social sensory cognitions shape organizational insentience. At the outermost layer, organizational insentience manifests itself in the form of such behaviors as white fear and white identity, local organizational numbness, silent crisis, and organizational reluctance (23).
Organizational insentience affects most public institutions, such as the Red Crescent Society, and makes it difficult to pave the way for organizational goals. It is a situation that can be described as a destructive factor in the organization, in which the realization or non-realization of the goals of the organization does not make difference for a member or a group of members and is considered a deviation from the balanced situation in the organization. In other words, the concept of organizational insentience is an event that is formed due to the neglect of some components or excess in the other ones in an organization and has negative effects on employees and the organization as a whole (24).
The Red Crescent Society of the Islamic Republic of Iran is a non-profit organization that acts as the custodian of the government in the field of the rescue operation and public education. This organization also provides assistance to people affected by natural and man-made disasters and is responsible to provide humanitarian assistance to vulnerable individuals in the community.
The prevention of the increase in organizational insentience among the employees of this organization is a highly important and effective issue for the management and officials of the Red Crescent Society. Therefore, considering the mentioned cases regarding the importance of organizational insentience and its considerable role in the dynamics of organizations, the present study aimed to provide a model for organizational insentience in the Red Crescent Society, and consequently, take an important step towards improving the effectiveness of this organization.

The qualitative present study was conducted based on grounded theory. The instrument employed to collect the required data was semi-structured interviews. The statistical population consisted of all the academic experts (in the fields related to human resources and organizational behavior of managers) and Red Crescent Society maters (in relief organizations; Deputy of Health, Treatment and Rehabilitation; and rapid response teams) with at least a 4-year management experience and at least a master's degree. The samples were collected by theoretical sampling using non-probability targeted and snowball sampling techniques.
In the present study, data saturation was reached until the performance of 21 semi-structured interviews. The interviewees consisted of individuals with a PhD degree (n=9), Master's degree (n=10), and bachelor's degree (n=2) with 11-25, 11-30, and 18-22 years of work experience, respectively. Data analysis in the present study was based on the systematic approach proposed by Strauss and Corbin (1998), in which qualitative data analysis for theorizing requires the use of open coding, axial coding, and selective coding. In the present study, in addition to the organization of structured processes for recording, writing, and interpreting data, a steering committee evaluated and implemented the interview program.

Data analysis of this study was performed in the Red Crescent Society according to the instructions of Strauss and Corbin. This method includes three main stages of open coding, axial coding, and selective coding. In the selective coding stage, based on the components obtained at the axial coding stage, research propositions are presented. Therefore, in this study, based on the dimensions of the coding paradigm, the analysis of interview data was explained.
In the open coding stage, the data obtained from the interviews were carefully reviewed and the main themes and sub-themes related to them were identified. The main units of analysis for open coding were concepts. During this coding process, 341 open codes, 89 concepts, and 29 categories were extracted and their characteristics were identified in the Red Crescent Society. Axial coding is the process of linking categories to subcategories and relating categories at the level of features and dimensions. In this step, the grounded theorist selects a category from the open coding step, places it at the center of the process under consideration, and relates the other categories to it.
In this study, while open coding, the data were divided into separate sections and carefully studied to obtain similarities and differences, which resulted in numerous themes. During the iterative process of data analysis, the collection of these initial qualitative data was reduced to fewer themes, so that from within the raw data, introductory themes related to the phenomenon under study were extracted. Moreover, similarities and differences were derived by asking about data, comparing cases, events, and other states of each phenomenon. In the next step (i.e., axial coding), other themes were theoretically related to the main theme or axial phenomenon. Based on the analysis of qualitative data, the axial coding stage was completed, according to which, the line of communication between the research themes, including causal conditions, pivotal theme, contextual conditions, intervening conditions, strategies and consequences was identified.
 
Causal conditions
Causal factors include items that directly affect the phenomenon of organizational insentience or, in some way; these factors create and develop the phenomenon. Table 1 tabulates the themes and sample codes extracted from the interview in the causal conditions section of the present study.
 
Contextual conditions
Contextual conditions are factors without which the realization of organizational insentience is impossible. The prevailing context provides specific conditions in which strategies for managing, controlling, and responding to the phenomenon are provided. These conditions constitute a set of contextual concepts, themes, or variables. Table 2 presents the subthemes and sample codes in the context conditions section.
 
Axial theme
The axial theme in grounded theory is the phenomenon that is the main field of research and all other themes are related to it. Table 3 summarizes the categories and sample codes in the axial theme section.

Concepts	Sub-themes	Main theme
Feeling useless	Feeling meaningless Towards the concept of work	Causal conditions
Consequential thinking
Mutual justification and understanding between managers and employees
Seriousness
Culture of ridicule
Materialism
Procedural injustice	Double standard
Inequality in the organization
Lack of accountability culture	Accountability
Gender discrimination	Organizational discrimination
Ethnic discrimination
Inefficient performance measurement	Lack of strategic management procedures
Lack of scenario writing
Lack of perspective
Ambition and irrationality of plans	Inability to perform policies
Unplanned organization
Disproportion between possessions and desires
Lack of human resources
Lack of physical resources
Individual disabilities

Concepts	Sub-themes	Main theme
Non-participatory procedures	Structural dimensions	Contextual conditions
Top-down management
Unfair treatment toward employees	Cognitive dimensions
Ignorance of work values	Emotional dimensions
Lack of staff support
Fear of unintended consequences	White fear
Culture of continuity
Concern about the negative consequences of participation
Immediate decision-making	Intuitive management style
Intra-organizational communication	Insignificant organizational social capital
Lack of common destiny
Service unanswered	Lack of meritocracy
Organizational politicization
Mismatch between reward and punishment
Insufficiency of performance evaluation indicators
Corrupt system of recruitment

Intervening conditions
The intervening condition deal with the modification of causal conditions and influences strategies and interactions. Table 4 shows the themes and sample codes in the intervening conditions section.
 
Strategies
Strategies represent the interactions and actions that actors take in response to those situations. The axial phenomenon can be realized through using tactics and strategies. (Table 5)
 
Consequences
The purpose of this section is to identify the concepts and themes related to the consequences of applying organizational insentience strategies. Strategies are adopted against or to manage and control a phenomenon and have consequences. Table 6 presents the themes and sample codes in the consequences section.
Based on the components of the axial coding stage, the following propositions were obtained:
Proposition 1. Feeling meaninglessness toward the concept of work, double standards, accountability, organizational discrimination, lack of strategic management procedures, and inability to implement policies impacted organizational insentience as causal conditions.

Concepts	Sub-themes	Main theme
Increase in disorder amount	organizational insentience	Axial them
Lack of commitment to the organization
Indifference of employees to the organization
Uninterested to work
Irresponsibility towards the organization
Lack of belief

Concepts	Sub-themes	Main theme
Sustainable policies	Organizational Culture	Intervening conditions
Individualism instead of teamwork
Flattery culture
Coordination
Seeking excuses	General culture of the community
Laziness culture
Materialism
Responsibility avoidance
Lack of self-confidence	Individual disqualifications
Low skills of staff
Self-determination and despotism	Individual characteristics
Low self-esteem

 

Concepts	Sub-themes	Main theme
Expanding transparency in inter-organizational procedures	Decent governance	Strategies
Strengthening accountability
Participatory decision-making
Strengthening self-esteem among employees	Strengthening the psychological dimension
Creating job security
Providing livelihood services
Encouraging empathy among employees	Creating an atmosphere of trust
Encouraging altruism among employees
Holding in-service classes	Strengthening staff's skills
Using young and educated forces alongside old forces for succession planning
Applying empowerment policies
Consigning some authorities	Organizational independence
Avoiding politics
Encouraging innovation and creativity	Strengthen innovation and creativity
Paying attention to individual abilities in employment
Justice in procedure	Justice
Justice in performance assessment
Observing rules
Strengthening the spirit of empathy	Supportive behavior
Emotional support
Preventing the occurrence of job burnout	Supportive environment
Strengthening organizational commitment
Spreading altruism
Strengthening self-sacrifice
Strengthening the sense of belonging among employees

 

Main theme	Sub-themes	Concepts
Consequences	Individual consequences	Job satisfaction
		Improving individual performance
		Expanding intra-organizational cooperation
		Strengthening innovation and creativity
		Feeling valued
	Organizational Consequences	Organizational agility
		Promoting organizational brand
		Increasing organizational belonging
		Decreasing desire to quit
		Increasing the spirit of participation and innovation
		Customer satisfaction
		Formation of organizational citizenship behavior

Contextual conditions Structural dimensions Cognitive dimensions Emotional dimensions White fear Intuitive management style Insignificant organizational social capital Lack of meritocracy

Axial theme Organizational insentience

Intervening conditions Organizational culture General culture of the community Individual disqualifications Individual characteristics

Causal conditions Feeling meaningless about the concept of work Double standards Accountability Organizational discrimination Lack of strategic management procedures Inability to implement policies

Strategies Decent governance Strengthening the psychological dimension Creating an atmosphere of trust Strengthening staffs skills Organizational independence Strengthening innovation and creativity Justice Supportive behavior Supportive environment

Consequences Individual consequences Organizational consequences

Proposition 2. Structural dimensions, cognitive dimensions, emotional dimensions, white fear, intuitive management style, and insignificant organizational social capital, affected organizational insentience as the contextual conditions.
Proposition 3. Decent governance, strengthening the psychological dimension, creating a trustworthy atmosphere, strengthening employees' skills, strengthening innovation and creativity, central justice, supportive behavior, and organizational independence were the main strategies for organizational insentience.
Proposition 4. Organizational culture, society's general culture, individual inadequacies, and individual characteristics affected organizational insentience as intervening conditions.
Proposition 5. Causal conditions, contextual conditions, intervening conditions, and strategies, would lead to agenda consequences and organizational insentience consequences (e.g., individual consequences and organizational consequences).

This study aimed to explain the conceptual model of organizational insentience with open, axial, and selective coding procedures and was conducted in the Red Crescent Society based on the grounded theory. Interview data were coded by Strauss and Corbin method. The findings of this study include the fact that a set of individual and organizational causes are involved in the formation of organizational insentience in the Red Crescent Society and it is necessary to adopt a strategy at different levels to prevent its occurrence.
The results of studies have shown that the main reasons for the formation of organizational insentience in the Red Crescent Society should be sought in the management of human resources governing the organization. In this regard, organizational insentience is less likely to occur when this structure is closer to meritocracy practices. It should also be noted here that the consequences of organizational insentience generally affect the organization, although the individual himself is influenced by it and
accepts its negative effects. In the meantime, to prevent the occurrence of organizational insentience, organizations should adopt policies that allow them to give individuals the opportunity to advance by creating a competitive and healthy environment and placing them in their specialty positions. The main strategy to get out of the current situation is to restore the spirit of usefulness and actuality to employees.
One of the main reasons for the formation of insentience in the Red Crescent Society is the concept of the job. If the concept of the job is shaped in a way that a person cannot communicate with it, he will feel highly alienated from the job and will eventually lose his roots and connections. Underlying the problem of foresight lies the fact that the formation of organizational insentience is an event that occurs in the middle of the path for numerous organizations, and it is not the case that an organization is involved in this phenomenon from the beginning.
In organizations that are moving on track, if there is no replacement for managers and no action is taken to maintain the desired situation, it is highly probable that the employees will be dismissed and the long-term and strategic goals of the organization will be forgotten, leading to the formation of insentience. However, the method adopted to human resource management is the most important and frequent category among the causes of insentience formation. Regarding this, insentience is a product that arises from the individual's knowledge of his/her situation and that of the organization in relation to other employees and managers.
Organizations that do not employ meritocracy models in attracting human resources and do not regulate the system of rewards, promotions, and punishments according to the performance of employees are always at risk of insentience in parts of the organization. When innovation and knowledge employees feel on par with individuals who do not deserve to be in the organization, it causes them to lose their sense of organizational activity. The main contextual conditions in the present study included lack of decent governance, political interference, organizational culture, and organizational alienation. Lack of decent governance, accountability, and transparency cause competent employees to be discouraged in carrying out their activities and unable to perform their duties.
Another aspect of this problem is that in the absence of accountability, inefficient and corrupt managers of organizations find the opportunity to turn the organization into an arena for their personal purposes and exploit it in any possible way. Political interventions lead to the formation of a situation in which the organization seeks to achieve the goals of other political bodies rather than pursuing its own goals. Political interventions make the organization's strategies ineffective in preventing the organizational insentience and unbales the organization to respond to strategies to get out of its situation.
Organizational culture is another component of the contextual conditions that causes organizational insentience. Organizations that are agile and open to criticism and plan for their strategic goals have the flexibility to change their situation and modify themselves. In such a situation, what is necessary is to reform the organizational culture since the continuation of the wrong organizational culture leads to the formation of organizational alienation, which is one of the roots of organizational insentience. Furthermore, what was most emphasized in the expert interview was that white fear and injustice needed to be considered the main intervening component in this field.
White fear refers to the fears that an employee expects about his/her actions in the organization. In fact, due to the uncertain situation of the organization, the employees are afraid that their participation or convergence in the organization will cause negative consequences for them. White fear is the fear of being in unforeseen situations that leads to unpredictable consequences for employees' future careers. Employees who do not receive good feedback on exposing corruption or volatility in the organization become discouraged over time and prefer to neglect current events in the organization, and as a result, become less sensitive. Naturally, a set of strategies is needed to be adopted to correct such a procedure.
Strategies are specific actions or interactions that result from the axial phenomenon and the main strategies to prevent organizational insentience are strategic management, justice, and communication system strengthening. In other words, one of the causes of the formation of insentience is that employees in an organization move to the unknown instead of having a specific goal. As a result, the application of strategic principles plays an important role in preventing organizational insentience.
Justice is another strategy to cure insentience since insentience is the product of a sense of injustice in the organization. It is less likely for organizational insentience to occur when employees recognize the organization's situation highly in accordance with justice. In this condition, the expansion of communication and strengthening of internal communication between employees and managers lead to the creation of a more positive feeling between individuals. This issue will result in the generation of trust and cooperation between employees and the reduction of organizational insentience. Outcomes are the output that is obtained with the implementation of strategies.
Organizational insentience has two spectrums of individual and organizational consequences.
Regarding this, demotivation, organizational isolation, stopped growth and learning, and the desire to leave the job should be considered the main consequences that will arise if the above strategies are not applied to employees and overshadow the employee's individual and organizational performance. Moreover, organi-zational consequences, such as financial loss, customer loss, customer dissatisfaction, internal failures, and inconsistencies between organizational departments can overshadow the organization.

The authors would like to express their gratitude to all those who contributed to the conduction of this research project.

The authors declare that there were no conflicts of interest in this study.