INTRODUCTION: The efficiency and development of any organization largely depend on the proper use of human resources. In today's organizations, to reduce organizational silence, employees express their ideas and share their views to increase organizational efficiency. This study was conducted to qualitatively explain the cultural and environmental factors that reduce organizational silence in government organizations. METHODS: This applied study was conducted based on a descriptive-analytical approach and implemented through the field research method. The samples (n=18) were selected among senior managers of government organizations using purposive sampling and the sample size required amount was based on theoretical saturation criterion. The required data were collected through holding interviews and they were analyzed using the grounded theory method. FINDINGS: The results showed that the four selective codes of "progress", "appropriate cultural background", "lack of proper attribution" and "increasing culture in the field of teamwork" could explain the concept of organizational silence. CONCLUSION: According to the results, the roots of the formation of this destructive and inhibitory organizational phenomenon are lied in the context of social, cultural, and political interactions, identified under the influence of "environmental and cultural factors", and started via social learning. These environmental and cultural factors can be programmed and corrected to guide and control organizational silence and direct the constructive voice of the organization.
