Background: Ethical values ​​as a subset of organizational culture have a multidimensional interaction on formal and informal relationships and behavioral control of its members. Assessing the impact of aspects of interpersonal relationships and interactions in organizations that are considered as moral dysfunctions, the cause of wasting the organization's talents is the subject of this study.
Method: The present study is a qualitative research with a phenomenological strategy. The statistical population is a group of contract or official employees of government agencies in North Khorasan Province who have had "experience of wasting talents and skills" in themselves, colleagues, or their subordinate human resources. Twenty samples were randomly selected from 17 government agencies and semi-structured interviews were used to collect data. Data analysis was performed in three steps of open, axial, and selective coding, and the result space was presented accordingly.
Results: After summarizing, reducing, and coding the data, 11 foci of attention (inner horizon) in the field of extraversion of morality were obtained in the form of 4 interpersonal communication fields (outer horizon). The combination of external and internal horizons led to the creation of 21 descriptive classes.
Conclusion: The results showed that "managers and higher levels of the organization" with their inefficient interactions in the form of "indifference and lack of support for ideation" and "lack of participation of individuals" play the most important role in wasting the talents of the organization. Communication dysfunctions of "talented people with managers" became the next priority.