The primary objective of this study is to identify the factors contributing to quiet quitting in Iranian government organizations. In this research, after identifying the factors, data were analyzed using the fuzzy cognitive mapping method. The study is applied in terms of orientation and purpose, adopts an inductive-deductive approach, and employs an exploratory mixed-method strategy. By combining qualitative and quantitative research methods and utilizing qualitative content analysis (semi-structured and in-depth qualitative interviews and literature review), the symptoms and causes of quiet quitting were thoroughly examined. The study population consisted of experts familiar with the topic, namely employees of the Chaharmahal and Bakhtiari Governorate who had either engaged in quiet quitting or observed similar cases in their organizations, with 15 participants selected through non-probability (purposive) sampling. To assess the validity of the qualitative section, content and theoretical validity were confirmed through the perspectives of three experts and professors familiar with the subject. Reliability was measured using Cohen’s Kappa method. After identifying the factors, in the quantitative section, the causal relationship model of quiet quitting and its key factors were determined using the fuzzy cognitive mapping method. The findings revealed that “inadequate organizational interactions,” “unfulfilled individual expectations,” “lack of physical and mental well-being in the workplace,” “cultural challenges,” “dissatisfaction due to insufficient organizational support,” and “managerial inefficiencies” are among the most significant causes of quiet quitting.