In today's business world, with intense competition and constant changes in the workplace, managers face complex challenges. They must make strategic decisions that not only affect the current performance of the organization, but also shape its future. In this context, the concept of cognitive flexibility has been proposed as a key skill in managerial and organizational success. Cognitive flexibility is the ability of an individual to adapt their thinking to changing conditions and understand different concepts simultaneously. This skill plays an important role in various fields such as learning, language, analytical skills, communication, and leadership. People who have high cognitive flexibility can easily switch between different ideas and perspectives, which allows them to provide creative and effective solutions in different situations. Cognitive flexibility is defined as the ability of an individual to change mental states and consider multiple concepts simultaneously in the fields of learning, language development, mathematical skills, interpersonal communication, self-efficacy, communication, self-confidence, multitasking, decision-making, leadership, problem-solving ability, creativity, and willingness to cooperate. People who are cognitively flexible are more responsible in social interactions than those who are less cognitively flexible. Therefore, employees who have cognitive flexibility are expected to have a greater willingness and ability to accept job changes and even possible failure. Studies have shown that after experiencing a successful solution to a series of problems, people continue to use the same solution, even when there are simpler solutions to solve new problems. People who have the ability to reconsider the solutions they have known so far are known to be cognitively flexible and usually use inductive reasoning and do not consider themselves limited to a particular thought or solution and are more creative in producing solutions.The application of cognitive flexibility can lead to the formation of innovative ideas and alternatives that increase the quality of decision-making. This research is applied in terms of its purpose and in terms of its typology, it is among the mixed researches with a qualitative and quantitative approach in the inductive-deductive paradigm. The statistical population of the quantitative part is senior managers of service organizations in the Tehran metropolitan area. In the qualitative part, qualitative data obtained from interviews were used using the 2020 MaxQda software and the coding method, and the quantitative part of the research and final analysis were carried out using the fuzzy Delphi method. Using qualitative data obtained from exploratory interviews, the antecedents and consequences of managers' cognitive flexibility were identified in the form of 28 factors and then, by extracting these factors, they were ranked through quantitative research. The results of the study showed that cognitive skills, self-efficacy, and emotional intelligence are the most important antecedents of managers' cognitive flexibility. Among the consequences of managers' cognitive flexibility, improving the quality of decisions, strategic alignment, organizational agility, and resilient organizational culture are the most important consequences of managers' cognitive flexibility.The results of the study showed that cognitive skills, self-efficacy, and emotional intelligence are the most important antecedents of managers' cognitive flexibility. Among the consequences of managers' cognitive flexibility, improving the quality of decisions, strategic alignment, organizational agility, and resilient organizational culture are the most important consequences of managers' cognitive flexibility. The results of the antecedents of managers' cognitive flexibility are consistent with Singh's (2025) research. The results of the consequences of managers' cognitive flexibility are also consistent with the research of September et al. (2021).