Integral Organizational Wellness™: An evidence‐based model of socially inspired well‐being

Abstract

Evidence indicates that our relationships with coworkers and supervisors significantly influence our health and well‐being. The field of workplace health promotion—historically and currently—either ignores or fails to leverage insights from this evidence. In ways similar to individuals who look for a “magic pill” or diet to fix a health problem, employers also seek quick, external answers to health problems in their workforce. The current paper describes the development of an integral model to guide employers, researchers, and consultants in health promotion efforts. The paper is divided into three parts, from a broad perspective (Part 1) to the development of the model (Part 2) to providing specific empirical examples of the model in action (Part 3). Part 1 explains why integrative efforts are necessary and how they can work. Part 2 describes features of the model and shows how they are currently being utilized by employers but without integration. Part 3 reviews empirical interventions developed by my colleagues and I over the past 20 years. These are designed to impact one of five leverage points in work settings: leadership development; team training; well‐being champions; climate assessments and surveys; and linking employee assistance (EAP) and wellness services.