ABSTRACT
The present chapter presents a perspective on the intervention process as a special case of organizational change processes. Specifically, it takes as its point of departure the context of the Nordic participative work life tradition. The approach of healthy organizational change originates from within this tradition and key issues from this research are discussed as to whether they make transferable knowledge to the field of interventions; the importance of the process, the individual variable impact of interventions, and individual differences in personal resources for coping with interventions. Possible threats and benefits from implementation processes in themselves are also discussed. As discussed by Tetrick, Quick, and Gilmore (this volume) these issues might be informed by the field of organizational change.
