Shifting Organizational Sentiment: Qualitative Insights from a Mental Ill-Health Prevention Program for New Zealand Firefighters

Background: Firefighters are regularly exposed to potentially psychologically traumatic events (PPTEs), significantly increasing their risk of mental ill-health. Organizational factors such as leadership, support, and workload also influence these outcomes. Purpose: This study evaluates the Whanaungatanga Program, a participatory initiative designed to address organizational factors affecting firefighter well-being, focusing on early changes in sentiment. Methods: We conducted a qualitative analysis of open-text responses from two surveys (embedded within broader mental health questionnaires) with firefighters and commanders, and semi-structured interviews with commanders. Thematic and sentiment analyses explored perceptions of organizational interventions and the emotional tone in responses across two time points. Main Findings: In the pilot region receiving interventions, organizational sentiment shifted substantially: positive sentiment increased from 13 % to 48 %, negative sentiment decreased over 20 % (from 66 % to 40 %), and themes such as improved leadership visibility emerged, reflecting rapid cultural progress. Conclusions: The results highlight the effectiveness of targeted, participatory interventions in fostering positive organizational change. Marked improvements in sentiment indicate that even in high-stress environments, well-designed interventions can lead to substantial benefits in employee sentiment and organizational culture.