Whose idea will be chosen?

This chapter examines how workplaces invest in mental health and wellbeing initiatives, and what type of evidence is used for this purpose. Adopting an interdisciplinary perspective, drawing on medical humanities, organisation studies, and health economics, this chapter analyses how evidence is perceived by workplace decision-makers and used to implement wellbeing initiatives. It highlights the significance of COVID-19, organisational context, power interests, and research ‘trends’ in influencing decision-makers in choosing how to invest in mental health and wellbeing in their workplace. The chapter also emphasises that one&s;s experience, power, and position at work are crucial factors in considering or dismissing evidence related to investments in mental health and wellbeing. It concludes by discussing the (non) use of evidence in workplace decision-making processes and its impact on the construction of an agenda around mental health and wellbeing at work. The chapter, therefore, challenges a perception of linear ‘problem-solving’-based approaches to using evidence and instead introduces power and contextual considerations in evaluating evidence use in health and wellbeing decision-making processes.