The present study aims to identify and typify the narratives of public managers in facing psychological traps, as these traps—stemming from the perception of organizational psychological pressures—have a decisive impact on the quality of managerial decisions. Adopting a qualitative, developmental, and exploratory approach using narrative research methodology, the study collected data through semi-structured interviews with 16 senior and middle managers from Tehran University of Medical Sciences who had directly experienced the phenomenon. The narrative analysis revealed three main types: victim-oriented (inexperienced managers with external causal attribution), learner-aware (managers without strategic training but with post-crisis reflection), and actor-resistant (trained managers using pause, consultation, and checklists). The findings also indicated that the urgency trap was more prevalent among managers with COVID-19 experience, while the responsibility avoidance trap was more common among younger, less experienced managers. Theoretically, this study extends the literature on psychological traps from a cognitive level to a narrative and meaning-making level. Practically, it offers recommendations such as narrative change programs for victim-oriented managers, reverse mentoring for learner-aware managers, mandatory use of decision checklists in crisis situations, and specialized decision-making mindfulness training. The study underscores the undeniable necessity of simultaneously addressing both individual factors and organizational context in managing public managers' psychological traps.