Designing Model for Identification of Behavioral Barriers in Implementing Evolutionary Projects (Case study: Shahr Bank)

The discussion of the "feasibility" of strategic transformation plans is one of the major challenges facing managers in the field of organizations in the current era of change. A problem that typically goes back to the implementation of transformation plans. Properly formulating strategic plans is considered a heavy task for the management team, but it is much more difficult to implement in the organization. There are many obstacles to the implementation of strategic transformation plans that behavioral barriers are the most important obstacles in the implementation of plans in the organization. The existence of behavioral barriers in employees is not an issue that can be easily ignored in the implementation of strategic transformation plans, but this issue is often overlooked or less addressed, because in this process, the preparation and development of technical dimensions and The justification of transformation plans is the main focus and the stages of implementation and implementation, as well as the evaluation of these plans are ignored. Therefore, the purpose of this study is to present a model for identifying behavioral barriers in the implementation of transformation plans in Bank Shahr. This research is based on an interpretive paradigm and using the data theory theory strategy (Glaser's apparent approach). The type of research is from the perspective of the main applied-development orientation, from the perspective of the exploratory goal and from the perspective of the qualitative and interrogative approach. Participants in the study include senior managers and members of the board of directors, executives (heads of departments and regions) and experts of Bank Shahr, 13 of whom were selected as a sample by theoretical sampling until the theoretical saturation point was reached. The data collection tool was a semi-structured interview. The method of data analysis was open, selective and theoretical coding. The final model of this study states that the behavioral barriers to the implementation of transformation plans in Bank Shahr fall into three general categories: pre-planning barriers, planning barriers and implementation barriers, each of which consists of specific categories, concepts and codes.The discussion of the "feasibility" of strategic transformation plans is one of the major challenges facing managers in the field of organizations in the current era of change. A problem that typically goes back to the implementation of transformation plans. Properly formulating strategic plans is considered a heavy task for the management team, but it is much more difficult to implement in the organization. There are many obstacles to the implementation of strategic transformation plans that behavioral barriers are the most important obstacles in the implementation of plans in the organization. The existence of behavioral barriers in employees is not an issue that can be easily ignored in the implementation of strategic transformation plans, but this issue is often overlooked or less addressed, because in this process, the preparation and development of technical dimensions and The justification of transformation plans is the main focus and the stages of implementation and implementation, as well as the evaluation of these plans are ignored. Therefore, the purpose of this study is to present a model for identifying behavioral barriers in the implementation of transformation plans in Bank Shahr. This research is based on an interpretive paradigm and using the data theory theory strategy (Glaser's apparent approach). The type of research is from the perspective of the main applied-development orientation, from the perspective of the exploratory goal and from the perspective of the qualitative and interrogative approach. Participants in the study include senior managers and members of the board of directors, executives (heads of departments and regions) and experts of Bank Shahr, 13 of whom were selected as a sample by theoretical sampling until the theoretical saturation point was reached. The data collection tool was a semi-structured interview. The method of data analysis was open, selective and theoretical coding. The final model of this study states that the behavioral barriers to the implementation of transformation plans in Bank Shahr fall into three general categories: pre-planning barriers, planning barriers and implementation barriers, each of which consists of specific categories, concepts and codes