This article emphasizes the need to adopt a rigorous approach to the establishment of staff support groups. They are too important to be allowed to materialize without careful consideration of their aims, methods and composition. As a method of combating work-related stress they have a role to play, but it cannot be assumed that they will fulfil this role without serious attention being paid to these matters. There are good reasons for suspecting that improperly run support groups might have a harmful as well as a positive effect. As with all forms of help, the 'therapeutic' ingredients of support groups have to be identified and developed to ensure they fulfil their potential.
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