Today, the phenomenon of white fear in governmental organizations acts as a deterrent to initiative taking, healthy risk taking, and free information exchange. This form of organizational fear, rooted in the lack of transparency in accountability and management procedures, has a significant negative impact on organizational creativity and the effectiveness of public service delivery. Accordingly, the present study aims to identify and analyze the antecedents and consequences of the white fear phenomenon in governmental organizations of Lorestan Province.This research is applied in terms of objective and exploratory in terms of data collection. Furthermore, this study adopts a mixed-methods approach, combining qualitative and quantitative methods based on the deductive-inductive philosophical stance. The statistical population consists of experts, including faculty members of Lorestan University and managers of governmental organizations in Lorestan Province, selected through purposive sampling based on the principle of theoretical saturation. The qualitative data collection tool was a semi-structured interview, validated through content validity, theoretical validity, and reliability assessed via inter-coder and intra-coder agreement. The quantitative data collection tool was a questionnaire, validated through content validity and re-test reliability. Qualitative data were analyzed using the content analysis method, and quantitative data were analyzed using the Fuzzy Cognitive Map (FCM) method. The results indicate that the components of the spread of bullying behaviors in the organization, past experiences of failed innovations, and organizational silence and implicit censorship culture are the most significant antecedents,