The 1996 welfare reform devolved greater responsibility and flexibility to state welfare organizations; however, most of these organizations have not transformed their organizational cultures towards a vision of client well-being. This study examines dominant and alternative narratives espoused during twenty-two interviews with staff in a welfare organization. The dominant narrative endorsed the welfare program and understood ‘success’ as client compliance, which resulted in regulatory suggestions for change, such as implementing stricter policies. The alternative narrative subverted this dominant narrative by identifying problems with the welfare program, which resulted in suggestions for organizational change that promoted client well-being. Fostering alternative narratives in welfare organizations may prompt liberatory organizational culture shifts that redefine the notion of client ‘success’.
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