To address rising costs associated with occupational stress experienced in high-stress occupations, we developed and implemented an organizational stress management intervention (SMI) within a large state corrective services organization. During the design phase, we employed several strategies to understand the organizational context and increase acceptance of the SMI, including two pilot studies, a review of the baseline survey results, and consultations with management and employees throughout the organization. Despite these efforts, the intervention did not produce significant improvements in the measured outcomes. These non-significant results were primarily attributed to a lack of acceptance of the intervention at the local (center) level. This chapter discusses the importance of enhancing acceptance and identifying local champions within large organizations and how the failure to do so can undermine SMI effectiveness.