Chapter 1 Introduction - Why do some interventions derail? Deconstructing the elements of organizational interventions for stress and well-being -- Part 1 Content -- Chapter 2 Derailed or failed? A closer look at reduced working hours as an occupational health intervention -- Chapter 3 Integrating job stress and workplace mental health literacy intervention: Challenges and benefits -- Chapter 4 Burnout: Why interventions fail and what Can we do differently -- Chapter 5 Managing work-related musculoskeletal disorders - socio-technical 'solutions' and unintended psychosocial consequences -- Part 2 Context -- Chapter 6 Population level interventions to control psychosocial risks: Problems and prospects -- Chapter 7 Derailed, but implemented - A study of two natural work-life interventions.-Chapter 8 Organizational changes torpedoing the intervention -- Chapter 9 Corporate philosophy: Making stress and wellbeing a priority -- Chapter 10 Evidence is not enough: The challenges of engaging organisational stakeholders with different perspectives -- Chapter 11 In line for takeoff...and waiting: Challenges with getting a wellness intervention started in the Military -- Chapter 12 Assessing and addressing the fit of planned interventions to the organizational context -- Part 3 Process -- Chapter 13 Managing conflicts and diversity during implementation of programs and other changes -- Chapter 14 Carnage in the research lab: Power, personality and neglect -- Chapter 15 Power mad: A case of professional services -- Chapter 16 "I Object!" Overcoming obstacles between organizational researchers and legal advisors -- Chapter 17 Challenges of intervention acceptance in complex, multifaceted organizations: The importance of local champions -- Chapter 18 Mutual goals as essential for the results of team coaching -- Chapter 19 Role behavior of the coach and the participants as essential for the results of individual coaching -- Chapter 20 Increasing worker participation: The mental health action checklist -- Chapter 21 Decreasing response rates in employee health surveys: initial findings from a Longitudinal Stress-management Project in the Workplace -- Chapter 22 Recruitment and retention challenges of a mental health promotion intervention targeting small and medium enterprises -- Chapter 23 Perspectives on randomization and readiness for change in a workplace intervention study -- Part 4  Outcome -- Chapter 24 Ensuring the long-term sustainability of organizational interventions: Potential obstacles to be avoided -- Chapter 25 Creating sustained change: Avoiding derailment during the Last stage of a wellbeing intervention -- Chapter 26 A proper needs assessment is key to starting a wellbeing intervention off right -- Chapter 27 Explaining intervention success and failure: What works, when, and why? -- Chapter 28. The 'best available evidence' could be better: Evidence from systematic reviews of organizational interventions -- Chapter 29 Work analysis and the resolution of organizational conflict: Theoretical method, measurement and application -- Part 5 Concluding Thoughts -- Chapter 30 The highs and lows of occupational stress intervention research: Lessons learnt from collaborations with high-risk industries -- Chapter 31 Stress management interventions: Reflections -- Chapter 32 Concluding thoughts - From black and white to colours: Moving the science of organizational interventions for stress and well-being forward.