This report presents findings from a 1995-96 British project on stress management in the workplace. Chapter 1 outlines its objectives and methodology. Chapters 2-3 review some current thinking and research literature on stress and management. They discuss the high prevalence of stress and its transformation from an area of social science research to a facet of apparently normal everyday experience. The current perspectives on stress and stress management are described, the evidence for the effects of stress is considered, and approaches to its management are summarized. Examples of good and bad stress management practice are highlighted and a process framework for intervention is proposed. Chapters 4-5 look at the principles of good practice in stress management that can be extrapolated from both academic research and eight case study organizations participating in the project. A framework for intervention is proposed, supported by examples of good practice in organizational settings. Five key elements of good practice are identified: assessment and diagnosis, solution generation, implementation, evaluation, and ongoing monitoring and feedback. In the second section, the case studies are presented. Identified as cases where methodologically sound evaluation had highlighted good practice, these cases represent a realistic picture of the wide range of interventions in place in organizations today. (Contains 117 references.) (YLB)