I have two passions: understanding the micro-processes of organizational change; and understanding how work, working, work environments, and organizing practices contribute to the ongoing growth, development and vitality of the people who constitute organizations, particularly front line workers. More broadly I am interested in the development of new theoretical perspectives that focus on human/social outcomes in organizations, particularly well-being. These passions are rooted in many years of experience as a front line worker in the Canadian health system, and in my background in health promotion and community development.

My dissertation research draws these interests together, focusing on how human vitality can be nurtured in continuously changing health organizations. While most of the current work on employee well-being within the context of organizational change tends to focus on stress, burnout, and disease, I argue we need to balance this approach with a complementary, salutogenic one – one that explicates the roots of health rather than disease. In particular, my research focuses on the organizing practices and relational dynamics that foster vitality within an environment of uncertainty, ambiguity and change. I believe that change holds the possibility of human growth and development. The challenge is to discover how this can be achieved.

Consistent with the philosophy of health promotion, I adopt a eudaimonic perspective, defining human well-being as a process of striving toward the fulfillment and expression of one’s intellectual, emotional, social and physical potential; finding meaning and purpose in life; experiencing a connectedness to ‘community’; and experiencing a sense of mastery over the environment in which one lives, works, and plays. Well-being is subjectively experienced as vitality and zest – feeling fully alive and functional. A eudaimonic perspective focuses on meeting challenges and stretching oneself in the process and hence has important applications in the study of organizational change. If change can be implemented in ways that enhance worker well-being (vitality), both the workers and the organization can benefit.
 
I have had the privilege and great pleasure of working alongside Karen Golden-Biddle and Trish Reay, faculty members at the University of Alberta, in two research projects (our work together describes vitality in action!). This work has offered preliminary insights into how well-being can be fostered within change processes. In one health organization that appears to have excelled within the context of continual and significant change over the past several years, we have observed particular sets of organizing practices such as building high quality connections, fortifying expertise, and facilitating agentic involvement that appear to contribute to individual and work unit vitality. These practices also appear to have fostered an environment in which new change initiatives are not only accepted but also embraced with determination and enthusiasm. We are currently in the process of analyzing our data further and writing a paper about these positive organizing practices.

In other work, we are observing the implementation of the nurse practitioner (NP) role in Alberta. This role is new in Canada, and the NPs think of themselves as pioneers, striving to create a sustainable space for themselves in the system. Indeed, these front line workers are central forces in the change process, acting in concert with highly skilled middle managers as they carve out space for this new role. Despite significant ambiguity and uncertainty, and many challenges, these NPs almost invariably express great joy and satisfaction within their roles. Several facets of their work appear to contribute to this, including new found autonomy and ability to provide services in a manner that they deem is most appropriate. In addition, the work continually challenges and stretches them, offering ongoing opportunities for learning as well as personal and professional growth. Further, their new role enables them to contribute to ‘something bigger’ – enhanced provision of patient care, strengthening the role of nursing within their organizations and contributing to further development of the nursing profession as a whole.

What needs to be done now is detailed, in-depth observation of organizing practices and relational dynamics. My dissertation research methodology is interpretive and will be based on ethnographic observations of ‘positively deviant’ work units characterized by successful navigation of change in concert with exceptionally high levels of individual and collective vitality.