ABSTRACT
In this chapter, we draw on models of occupational stress prevention and on process evaluation to document certain elements that have emerged as important during an intervention project in a large public organization in Quebec. Whereas several authors have made calls for more attention to be paid to process and contextual issues (Cox et al. 2007, Nielsen et al. 2010a, Biron et al. 2012b), it is still rare to find studies describing the “black box” of the intervention. Indeed, researchers generally report results regarding the effectiveness of the intervention, but often leave out how the intervention got to be implemented. In this chapter, we aim to describe the early stages of an organizational stress intervention.
