Iranian Managers Need “Mental Training,” Says University of Tehran Business Research Lab Head Amid Complex Economic Pressures

Amid economic warfare and both soft and hard sanctions that have transformed Iran’s business environment into a “living laboratory” of complex crises, recent research points to persistent challenges in Iranian managers’ long-term decision-making. In an interview with the University of Tehran’s Vice Presidency for Research and Technology News Desk, Dr. Rosa Hendijani, faculty member of the Strategy Group and head of the Business Research Laboratory at the University of Tehran, emphasized that “holistic thinking” and “mental training” may be critical tools for overcoming managerial deadlocks.Dr. Hendijani, who holds a PhD in Management from the University of Calgary and has teaching experience at the University of Colorado Boulder, leads one of Iran’s most advanced research centers in management and behavioral economics. The Business Research Laboratory is equipped with eye-tracking systems, brain signal recording technologies, behavioral finance labs, and artificial intelligence tools designed to study real-time human decision-making.

Static vs. Dynamic Decision-Making

Dr. Hendijani distinguishes between two fundamental modes of decision-making: static and dynamic.“Static decision-making refers to analyzing behavior in a single, fixed situation, whereas dynamic decision-making involves making decisions over time under changing conditions and evolving feedback,” she explains.She argues that many Iranian managers operate in environments characterized by a significant delay between decisions and observable outcomes. This temporal gap often creates the illusion that decisions are ineffective, when in reality the system responds with delay. According to her laboratory’s findings, when individuals are unable to track gradual changes, they are more likely to resort to rushed and suboptimal decisions.

Sanctions and Infrastructure Constraints

Highlighting operational challenges, Dr. Hendijani notes that sanctions have also affected research infrastructure. The Business Research Laboratory of the University of Tehran, she explains, faces shortages of up-to-date computers, while university systems continue to rely on outdated operating systems that are not compatible with advanced tools such as eye-tracking devices.Despite these limitations, the laboratory continues to develop behavioral simulations aimed at strengthening rationality and systems thinking among managers.

Mental Training as a Cognitive Intervention

A central finding of her research is the concept of “mental training.” Dr. Hendijani suggests that, similar to physical exercise for the body, managers should systematically train their cognitive abilities.She recommends practices such as solving mathematical problems, engaging in structured logical reasoning tasks, and deliberately practicing holistic interpretation rather than focusing narrowly on isolated details.According to her, one of the most common cognitive biases among Iranian managers is reduced rationality and weak systems thinking, where attention is directed toward isolated events instead of broader structures such as supply chains or strategic systems. This, she argues, contributes to impulsive and risky decision-making.

Motivational Congruence Theory

Dr. Hendijani’s proprietary Motivational Congruence Theory introduces the concept of “total motivation,” defined as the interaction of internal, external, and environmental drivers.She further argues for the existence of “mental causality,” suggesting that internal states and motivations can influence external outcomes.“A manager’s mindset can shape organizational behavior and even have broader societal effects,” she notes.She adds that this perspective is particularly relevant in Iran’s current context, which is shaped by a strong “security-oriented mindset.” In such an environment, she emphasizes that the mind should be understood not only as an analytical instrument but also as an active driver of change.

Simulation Games and Future Management Practice

In collaboration with researchers from Germany and Canada, the Business Research Laboratory has developed simulation-based tools for conflict management and teamwork. These games allow managers to test strategies and observe unintended consequences before applying them in real market conditions.By controlling for macro-level variables such as politics and sanctions, the simulations help isolate individual decision-making patterns. This, according to Dr. Hendijani, enables a clearer understanding of behavioral biases that are often obscured in real-world environments where failures are attributed to external factors.As external pressures continue to intensify, she concludes, an open question remains: whether Iranian managers will adopt structured “mental training” as a strategic tool before entering deeper and more complex crises.

Simulation Games and Future Management Practice

In collaboration with researchers from Germany and Canada, the Business Research Laboratory has developed simulation-based tools for conflict management and teamwork. These games allow managers to test strategies and observe unintended consequences before applying them in real market conditions.By controlling for macro-level variables such as politics and sanctions, the simulations help isolate individual decision-making patterns. This, according to Dr. Hendijani, enables a clearer understanding of behavioral biases that are often obscured in real-world environments where failures are attributed to external factors.As external pressures continue to intensify, she concludes, an open question remains: whether Iranian managers will adopt structured “mental training” as a strategic tool before entering deeper and more complex crises.