A process oriented approach to occupational stress, that was initiated at the request of an administrator of a department (with 69 employees) in a United States federal agency, was described. The method involved a stress management training workshop that was attended by 45 employees. The goals were to improve the ability of workers to cope with stress and to understand stress and its consequences. The most frequent work stressor mentioned was unrealistic time lines (17 of 33). A stress reduction committee was formed to formulate stress reduction recommendations for submission to management. Assessment instruments applied in the program included a 52 item questionnaire, Form-S of the Work Environment Scale, and four items from the Quality of Employment Surveys. The employee survey was conducted approximately 6 months after the workshop, and a response rate of 100 percent was observed. After analysis of the survey, the following recommendations for stressor reduction were made: undertake actions which improve task orientation and clarity of expectations; actions directed at the related intervention point suggested by the relationship between supervisory support and autonomy; and consideration by the committee of job type, job level, and work group membership factors when recommending stress reduction interventions. The authors conclude that application of the stress management program illustrates the complementary role of stress management within a more comprehensive stressor reduction program. Formulating, implementing, evaluating, and modifying stressor reduction strategies were not completed.