The focus is on the planning and implementation of stress interventions within trade
union organisations in the UK. Case material from two trade union projects is presented,
together with an overview of some of the key areas of potential stress in such organisational
settings. In addition, an approach to stress diagnosis and management is outlined
which does not separate the individual from the organisation in an artificial way.
The emphasis is rather on the interactive processes which underpin individual and
organisational existence. This theoretical stance has a number of implications for
intervention strategies, and these are also outlined. A review of some of the key
points which are relevant to the planning of stress interventions in the organisational
setting is presented in conclusion.