Introduction
Organizations locked in the iron fence of rules and regulations require their members to act only within the delineated limits so as to be less involved with intellectual challenges. Over time, this issue leads to the formation of presuppositions and attitudes in the minds of employees and, as a result, behaviors that show resistance against any kind of disruptive change in the existing conditions; And without thinking and understanding the change of conditions, they act according to what they have learned so far. In such a situation, people will be inflexible against new events and even their abilities will act as potential obstacles. In addition to the fact that this method of action is the result of consecration of laws and regulations, protection of job security and fear of closing job career for promotion, as well as taking care of the safe margin around oneself and fear of failure; The result is getting caught in the competence trap. In the category of degenerate competences, employees with rusty beliefs, frozen thoughts, improper context and familiar actions are watching their office life pass. The captives insist on their path as if the only way to achieve excellence is to flow through it, and any look other than theirs is met with visible and hidden resistance. Therefore, the present research aims to scrutinize the antecedents of the competency trap and reveal its consequences from the experts' point of view.
Methodology
This research is exploratory in nature, and in order to understand the antecedents and consequences, it has explored the experiences of 16 employees of  public organizations in Ilam city by using a random sampling method until reaching theoretical saturation. The data is based on the open, axial and selective coding method, combining the terms used by the participants themselves; Analysis and finally the categories and components are obtained. In this way, after conducting the interview, open codes are extracted and then by merging and integrating the open codes, the axial codes are determined. MAXQDA 2020 software was used for data analysis. Then, the components were prioritized using the fuzzy Delphi method.
Results and Discussion
The components identified in the interview stage are provided to the experts in the form of a questionnaire, and according to the proposed option and the defined linguistic variables, the results of the examination of the answers given in the questionnaire are analyzed to obtain the fuzzy average of the components. According to the views presented in the first stage and comparing it with the results of the second stage, the difference between the de-fuzzified average in the two stages was less than 0.1, in this case the survey process was stopped and prioritization was done. According to the findings, traditional management style, technology phobia and administrative socialization respectively had the greatest share in development of competence traps from the experts' point of view. Also, according to the experts, The consequences such as outdated knowledge, job routine and job satisfaction respectively have a stronger role as a result of competency traps in the public organizations in Ilam city.
Conclusion
It can be difficult to let go of traditional beliefs and knowledge, especially when one's colleagues and managers of an organization argue against it or even challenging the new knowledge and theory. This is where the competency trap in the organization gains more strength and power due to the circle of decision-making power as well as groupthink. Sometimes, we have to let go of what we thought was right, but conditions and mechanisms like a wave drown a person in a flood of intellectual stagnation, and minds do not grow with the passage of time, and a miniature of old stereotypes and memory will be archived. The competency trap creates a knowledge gap in employees because they are under the shadow of what they know. Considering that knowledge, skill and competence is a potential power, which in incorrect application, diminishes its awe and admiration and leads to a competence trap that deceives the mind and gradually, exhaustion and organizational decline are revealed. The results of this research lead to the discovery and explanation of the lesser-known phenomenon of competency traps in the geometry of human resource management studies in the country and provide a clear path to managers and policy makers of the administrative system in understanding the said phenomenon and how to deal with it.