ObjectivePublic interest in behavioral interventions within the field of public policy has expanded significantly in recent years, largely due to a growing understanding of human behavior and decision-making. In Iran, there is increasing recognition of the need for both theoretical and practical considerations in the adoption of behavioral policy-making. This article examines the feasibility and strategic approach for establishing behavioral insight teams within Iran’s executive structure and decision-making processes. By drawing on experiences from both advanced and developing countries that have integrated behavioral insight teams into their governance frameworks, the study focuses on the potential establishment of a behavioral insight policy institution within the policy-making apparatus of Iran. Additionally, it evaluates the key organizational and structural considerations necessary for successfully embedding such an institution within the executive framework of the country.MethodsThis study adopts a qualitative research methodology, specifically employing thematic analysis to obtain an in-depth understanding of expert perspectives on behavioral policy. The target population includes university faculty members, executives, specialists, and practitioners active in the field of behavioral policy. Using snowball sampling, a total of 14 participants were initially interviewed, with two additional interviews conducted to ensure theoretical saturation. Experts were asked to respond to 10 structured sub-questions, eliciting their views on the feasibility of establishing a behavioral insight policy body and the organizational considerations for embedding it within Iran’s executive structure. Through this rigorous interview process, a wealth of qualitative data was gathered to assess both the potential and the challenges associated with forming a dedicated behavioral insight institution.ResultsThe literature review summarizes the experiences of countries with behavioral insight teams, presenting them in three areas: operational goals and tasks, institutional and organizational structure, and legal frameworks. Based on interviews with Iranian experts, the study identified 294 fundamental themes, which were organized into 8 main categories, including organizational structure, legal considerations, societal behavior, behavioral tendencies of government officials, bureaucratic ethics, and the degree of acceptance of theoretical concepts related to organizational behavior. These themes highlight both enabling factors and potential barriers to establishing a behavioral insight team within Iran’s unique governance context.ConclusionThe study suggests that successful implementation of behavioral management systems in Iran requires careful attention to institutional, philosophical, and behavioral considerations. Institutionally, it is recommended that behavioral insight teams operate outside the primary administrative governance body to maintain objectivity. After harmonization, evaluation, awareness-building, and non-mandatory recommendations, these teams can be gradually integrated within the governance structure. From a behavioral perspective, policymakers must deepen their understanding of both Iranian societal and government officials' behaviors to tailor interventions effectively. Given Iran's cultural orientation toward ideological rather than technocratic rationality, behavioral interventions must be adapted to an Iranian narrative. An Iran-specific approach to behavioral policy, emphasizing culturally resonant nudges and superstructural adjustments, is necessary to ensure acceptance and efficacy.

Aim and Background: The main purpose of this study was to review the effectiveness of applied behavioral analysis (ABA) approach on symptoms of autistic children during a five-year period.Methods and Materials: In this quasi-experimental study, 20 autistic children (3-7 years of age) were intervened by ABA approach at Isfahan Center of Autism for a period of five years (2007-12). Gilliam Autism Rating Scale (GARS) was filled out at baseline and at the end of the five-year period. Besides, the subjects were assessed by a checklist including cognitive comprehension, mathematical and verbal skills, and self-help at the beginning of the study and at the end of each year. After five years, all collected data was analyzed with SPSS19.Findings: Pretest and the posttest values of stereotypic behaviors, communication problems, social interactions, and GARS total scores were significantly different (P<0.001). Furthermore, significant improvements in cognitive comprehension, mathematical and verbal skills, and self-help were observed after each year and at the end of the five-year period (P<0.001).Conclusions: On the whole, it can be concluded that ABA-based interventions can effectively reduce symptoms of autism and increase skills.

Good and efficient decisions are the core of legislation and public policy design and have a high impact on the behavior of humans and communities, which is one of the most important areas of policy makers' attention. For achieving this purpose, nowadays behavioral sciences are being used in the field of policy making, which has caused the formation of behavioral insight units in different countries. In this research, the selected behavioral insight institutions in the government level and international institutions are analyzed according to different aspects using the comparative study method and content analysis, and the result is a framework of the basic characteristics of the behavioral insight units. The key aspects identified for behavioral insight units in this research are: the goals and missions, the expertise working in the behavioral insight units and the way of employing these experts, the activities, the way of funding and the structure of the behavioral insight units. Ten selected behavioral insight organizations have been studied and analyzed according to the mentioned aspects in this research.

Background: The rate of treatment adherence in patients with schizophrenia is lower than average, and they have insufficient insight in this regard. Objectives: The present study was designed to assess the effectiveness of group cognitive behavioral therapy (GCBT) in the improvement of insight and treatment adherence in schizophrenic patients. Methods: In this randomized controlled trial, accomplished in Shiraz Psychiatric Hospital, Shiraz, Iran, from October 2021 to January 2022, 22 eligible participants were assigned to either intervention, therapist’, s attention placebo, and control groups via simple randomization. In the intervention group, a treatment program was performed in seven 90-minute sessions based on a treatment protocol adapted from Robert Paul Lieberman’, s 16-session community return program. The therapist’, s placebo group also watched documentaries for seven sessions. The control group received only their usual treatments, which included a visit to a psychiatrist. The data were gathered using the Insight and Treatment Attitudes Questionnaire and the Medication Adherence Rating Scale at three different time points. Results: At baseline, the mean scores of insight and medication adherence were not significantly different between all the groups. After the intervention, the results showed significant differences in insight levels (P = 0. 001) and medication adherence (P = 0. 003). Three months after the intervention, the results showed significant differences in insight levels and medication adherence (P = 0. 001). The differences in the mean scores of insight levels and medication adherence in post-intervention and 3-month follow-up were only significant in the intervention group (P = 0. 001). Conclusions: Basedonthe evidencefromthis study, GCBTisaneffective treatment for improving insightandmedication adherence in schizophrenic patients. Therefore, it is necessary to pay attention to the use of GCBT to increase compliance with drug treatment.

This study aimed to investigate and model the structural relationships between managers' rhetoric, employees' behavioral insight, and organizational aggression, with the mediating role of cognitive biases. The statistical population included all executive employees of the municipality in the year 1403 (2024). A stratified random sampling method was used, and the sample size was determined using G*Power software. This software calculated the appropriate sample size by considering the effects of mediating variables and the number of variables in the model, resulting in a sample of 350 individuals. Data collection tools included the Managers' Rhetoric Scale by Kleinsmann and Buunk (2015), the Employees' Behavioral Insight Scale by Gagné, Koestner, and Zuckerman (2011), the Organizational Aggression Scale by Hosseini and Yousefi (2020), and the Cognitive Biases Scale by Tversky and Kahneman (1974). The reliability of the tools was confirmed using Cronbach's alpha, and their validity was examined through confirmatory factor analysis. The data were analyzed using structural equation modeling (SEM) in AMOS software. The findings indicated that managers' rhetoric has a significant positive impact on employees' behavioral insight. Additionally, the mediating role of cognitive biases in the relationship between managers' rhetoric and organizational aggression was confirmed. The results suggest that managers should use motivational and clear rhetoric to improve employees' insight and prevent misunderstandings and cognitive biases among employees. Furthermore, fostering positive insight among employees can lead to a reduction in destructive behaviors within the organization.