This paper provides a conceptual framework for identifying high-stress, negative community college work environments and offers suggestions for managers who are willing to make the changes necessary to turn a stress-laden environment into a positive, more productive one. The paper begins with a discussion of workplace stress and the conditions, such as negativism, achievement orientation, tension, leadership styles, and morale, which are related to stress. The paper then describes a survey of randomly selected employees from two community colleges which sought to determine levels of stress in the colleges and relate these levels to the management styles in use at the schools. Next, several models and techniques are described as means of initiating environmental changes. These include the Carkhuff Model, which uses leader/individual dialogues focusing on empathizing, self-exploration, understanding, commitment, and action; the T Group Approach, which helps individuals learn from their behavior and group interactions while working to create a productive and viable organization; and the TORI (Trust, Openness, Realization, and Interdependence) model of styled leadership. Finally, an eight-part model for identifying and reducing stress is outlined, which involves a stress survey, faculty/administrator dialogue, a concern box, allotment of time for individual appointments, periodic retreats, staff development, extra-curricular activities, and ongoing stress management. (HB)