Iranian Red Crescent Society

INTRODUCTION: Organizational insentience has been one of the main challenges in recent years and refers to a situation in which employees of the organization have become indifferent to their organizational environment. This study aimed to design a model for dealing with organizational insentience in the Iranian Red Crescent Society. METHODS: In this qualitative study, after investigating the phenomenon of organizational insentience and reviewing the theoretical foundations, in-depth interviews were conducted with experts, managers, and masters in the Red Crescent Society. Theoretical saturation was achieved after conducting 21 interviews. Subsequently, the data obtained from the interviews were analyzed through grounded theory and qualitative coding (open, axial, and selective coding). FINDINGS: The findings showed that the main axial theme in this study was organizational insentience, and six themes of senselessness toward the concept of work, double standards, accountability, organizational discrimination, lack of strategic management procedures, and inability to implement policies were the requirements for dealing with organizational insentience, which were coded under the theme of causal conditions. In addition, such factors as decent governance, strengthening the psychological dimension, building trust, strengthening staff's skills, organizational independence, strengthening innovation and creativity, justice, supportive behavior, and supportive environment were selected as the main strategies to deal with organizational insentience. CONCLUSION: It seems that the dominant organizational culture, along with management style and type of communication within the organization, has the main effect on the issue of organizational insentience

INTRODUCTION: Promoting social responsibility in a relief organization can lead to the development of people's participation in its operations. This study has been conducted with the aim of sociological analysis of the strategies to increase the social responsibility in the Iranian Red Crescent Society (IRCS) with an emphasis on the development of people’s participation in disasters. METHODS: In this qualitative study, the sample population included experts and rescuers of the IRCS. The sampling method was purposeful until theoretical saturation was reached and therefore 22 people were interviewed. The data collected by semi-structured interview and analyzed in three stages of open, axial, and selective coding. The validity of the research was also examined through triangulation. FINDINGS: Based on data analysis, strategies consist of 9 main categories, 51 subcategories and 230 primary codes. In general, after analyzing the data obtained from the research, a paradigm model of strategies for increasing the social responsibility of the IRCS was designed with emphasis on people's participation in disasters. CONCLUSION: In order to increase people’s participation during disasters in the IRCS, it is necessary to educate and promote a humanitarian participatory culture, create an organizational identity, increase the Society’s responsibility towards participants, apply merit management, attention to the implementation of organizational justice and attention to social accountability processes by the IRCS must be considered.