The Best Defense Is a Good Offense: How I-Os Can Proactively Defend I-O Values in Politics and Public Policy

Authors’ Note: Acknowledgements to Kayden Stockdale and Mike Zickar

Industrial-organizational (I-O) psychologists have traditionally focused on individual (e.g., employee performance, motivation), dyadic (e.g., leadership, coaching), team (e.g., dynamics, collaboration), and organizational levels (e.g., culture, structure). However, their impact on societal- or policy-level changes has been comparatively limited. In contrast, other psychology domains have significantly influenced societal and legal advancements, such as developmental psychology informing child welfare legislation (Bronfenbrenner, 1979), clinical/community psychology addressing worker stress and burnout (Duffy, 2011), and social psychology aiding civil rights progress (Clark & Clark, 1950). I-O psychology occasionally engages proactively—such as developing fair selection guidelines (Cascio & Aguinis, 2001) or through expert testimony, like Nancy Tippins’ congressional testimony (Tippins, 2023). However, typically, I-Os await what the government dictates and ensure compliance.

We argue that I-O needs to be active and take steps to bring about change directly. Working within existing systems dramatically limits I-O psychologists from achieving their humanitarian goals. According to the Society for Industrial and Organizational Psychology’s mission statement, I-O psychologists aim “to enhance human well‐being and performance in organizational and work settings by promoting the science, practice, and teaching of I-O psychology.” (SIOP, n.d.). To maximize our ability to achieve these humanitarian goals, I-O psychologists need to play a part in efforts to create societal forces and environments that cultivate the specific desired ways of helping people.

We argue that I-O psychology can proactively create change at the highest level by assisting politicians with I-O-aligned values get elected. Because our edicts arise from federal and state-level guidelines, I-O psychologists must actively instill those guidelines by promoting politicians with campaigns more aligned with those values.

The Importance of Value Alignment Between Society and the Field of I-O

Defining I-O psychology’s values is a very complicated question due to how diverse the values are across many members and domains of this field. This is because members’ values differ based on social position, upbringing, education, occupation, and cultural identity. There has been much written about how business-oriented values can come in conflict with psychology-oriented values, sparking debates about whether our field should be deontology versus consequentialism versus virtue ethics oriented (see Lefkowitz, 2023, for a comprehensive I-O values discussion). There are even arguments that I-O should be neutral for the sake of science. However, the choice of research topics, interpretation of findings, and methodological biases all can subtly reflect personal, cultural, or political values. Regardless of what the field’s main values ought to be, there are times when I-O psychologists try to do research and applied work, but the ability to do I-O work or I-O work’s impact can be drastically limited due to the political environment.

Political administrations do not necessarily adopt pro-I-O value-based policies, limiting I-O psychologists’ effectiveness. So whenever that happens, I-O psychologists should go on the offensive to make sure the field’s values are defended by making sure societal policies align with I-O values. In order to maximize the impact of I-O work at individual, team, and organizational levels, I-O psychologists must advocate for societal and policy changes that create environments where such I-O work can thrive. A clear way that I-O psychologists can do this is by addressing inefficiencies in pro-I-O political campaigns. I-O psychology is in a unique position where it needs to advance its values, but because helping organizations succeed by addressing inefficiencies is one of the primary abilities of I-O, I-O psychologists also have the power to accomplish those goals.

Current Inefficiencies in Political Campaign Organizations

Inefficiency 1: Bureaucratic Delays and Red Tape

Campaign operations are frequently bogged down by complex paperwork, compliance rules, and approval processes, such as finance reports, lobbying disclosures, and ballot-access petitions. These obligations are especially taxing for small or local campaigns, where limited staff spend most of their time on compliance rather than engaging voters. This slows decision making, limits flexibility, and fuels public distrust—only 4% of Americans believe the political system works well (Ax, 2024; GAO, 2022; Pew Research Center, 2023).

Inefficiency 2: Organizational Silos and Culture Issues

Teams and departments within campaigns often operate independently, leading to limited communication, misaligned goals, and duplication of work. Data are hoarded rather than shared, and internal metrics like email counts are prioritized over actual voter outcomes. National campaigns may implement centralized platforms, but smaller campaigns often lack the tools and staff needed to foster collaboration or strategic alignment (Congressional Management Foundation, 2022; PMC, n.d.).

Inefficiency 3: Outdated Technology and Infrastructure

Many campaigns rely on legacy databases and aging IT systems that are difficult to integrate or secure. Digital tools used for key functions—like volunteer coordination and donation tracking—are often untested and vulnerable to failure. The Iowa caucus app collapse in 2020 highlighted these risks (Thompson, 2020). Manual work-arounds drain time and increase errors, particularly in underfunded campaigns that cannot afford better infrastructure.

Inefficiency 4: Poor Data Utilization and Analytics

Despite access to valuable data—such as voter files, social media engagement, and donation records—many campaigns do not use them effectively. Outdated systems, legal constraints, and lack of expertise lead to broad, untargeted messaging. As a result, outreach becomes more expensive and less impactful, reducing engagement and eroding confidence among volunteers and donors expecting modern, data-driven strategies (Yale Institution for Social and Policy Studies, n.d.).

Inefficiency 5: Fragmentation and Lack of Strategic Alignment

Multiple campaigns and advocacy organizations frequently send uncoordinated or redundant messages to the same audiences. This lack of alignment wastes resources and fails to reach important constituencies. Without a shared strategy or platform, groups compete for limited volunteers and donors. Billions could be saved with better coordination and shared infrastructure, but organizational boundaries and misaligned incentives remain major obstacles (GAO, 2024; Pew Research Center, 2023).

Inefficiency 6: High Costs and Resource Waste

Campaign spending continues to climb with diminishing returns. The 2020 election cycle cost $14.4 billion—twice as much as 2016 (Evers-Hillstrom, 2021). Consultants often work on commission, encouraging inflated budgets, whereas lobbying redirects spending toward special interests. These inefficiencies are reinforced by political gridlock and a lack of accountability, further eroding voter trust and democratic responsiveness (Cato Institute, n.d.; Center for American Progress, 2016).

Applying I-O Psychology to Support Political Campaigns

Although I-O psychologists are traditionally not found within political campaigns, they are uniquely suited for addressing the inefficiencies that campaigns described. From a job analytic perspective, I-O psychologists’ specific knowledge, skills, abilities, and other (KSAOs) traits support a specific set of work specialties, which align with the needs of political campaigns. O*Net Online lists 13 different work activities that I-O psychologists perform. Although not grouped by O*Net online hierarchically, we see four underlying themes emerge, which will likely not surprise many in the field: business, science, technology and methodology development, and legal. The following section links each work activity of each theme with specific campaign inefficiencies identified.

Table 1.

Mapping I-O Psychologist’s Work Activities to Broader Categories of Specialization

Skill category	Work activities	Inefficiencies addressed
Business	Advise others on business or operational matters.	Organizational silos and culture issues Fragmentation and lack of strategic alignment High cost and resources waste
	Confer with clients to exchange information. Counsel clients on mental health or personal achievement.
	Train personnel in technical or scientific procedures.
	Develop educational programs.
Science	Conduct scientific research of organizational behavior or processes.	Organizational silos and culture issues Fragmentation and lack of strategic alignment Poor data utilization and analytics
	Prepare scientific or technical reports or presentations.
	Collect information from people through observation, interviews, or surveys.
Technology and methodology development	Develop methods of social or economic research.	Outdated technology and infrastructure Poor data utilization and analytics High cost and resources waste
	Administer standardized physical or psychological tests.
Legal	Review professional literature to maintain professional knowledge.	Bureaucratic delays and red tape
	Testify at legal or legislative proceedings.
	Mediate disputes.

Source of work activities: O*NET online

How I-O Psychologists Can Offer Business-Oriented Solutions for Campaigns

Advise Others on Business or Operational Matters and Confer With Clients to Exchange Information

I‑O psychologists are uniquely equipped to address both of these work activities associated with the business category in Table 1. For example, I-Os are traditionally focused on giving business or operational advice for businesses using utility analysis models (Boudreau & Ramdstad, 2002; Carretero-Gómez & Cabrera, 2012; Sturman, 2012). Similar cost–benefit, analysis-informed advice can be given for political organizations that have limited budgets and aim to maximize the dollar-to-voter engagement or vote conversion (addressing Inefficiency 6). One organizational need that can be prioritized in a cost–benefit analysis is recruiting and retaining good candidates for political positions—also requiring alignment among various teams (addressing Inefficiency 2 for silos) and preventing duplicated efforts (addressing Inefficiency 5 for fragmentation). Aligning candidates with stakeholder (i.e., voting base) goals can foster voter engagement and establish meaningful connections with both new and existing voters.

Counsel Clients on Mental Health or Personal Achievement

Campaign work is notoriously stressful, with reports of high burnout and increased need for well-being initiatives (Brittney, 2024; BurnoutNutrition, n.d.; Villa, 2019). This environment of long hours, tenuous job security, and public scrutiny not only affects performance but can also indirectly contribute to wasteful staffing practices (addressing Inefficiency 6). Additionally, unaddressed stress can exacerbate communication breakdowns (addressing Inefficiency 2) and misalignment between campaign subgroups (addressing Inefficiency 5). Specialized I-O psychologists have substantial expertise related to occupational health psychology, including stress and burnout frameworks and interventions at the primary, secondary, and tertiary levels. Examples include implementing employee assistance programs (EAPs), offering mindfulness training, and providing individual resilience coaching.

Train Personnel in Technical or Scientific Procedures and Develop Educational Programs

Training personnel in technical or scientific procedures and developing comprehensive educational programs are essential activities that drive campaign success—yet are often neglected or poorly structured (addressing Inefficiency 2). Enhanced training correlates with increased voter contacts, efficiency, and volunteer retention—thereby conserving resources (addressing Inefficiency 6). For example, the Obama 2008 training boot camps and subsequent digital training modules (McLoughlin, 2025) illustrate successful skill transfer. Although technical training provides the foundation for campaign efficiency, the effectiveness of these efforts often hinges on the successful engagement and management of a largely volunteer workforce.

Training and Working With Volunteers.

Given that a significant proportion of political campaign staff consists of volunteers, I-O psychologists equipped with knowledge of the latest volunteer research are able to maximize this critical workforce (addressing Inefficiency 6). This involves understanding how to align volunteer motives (e.g., career advancement, skill development) with volunteer tasks to impact volunteer satisfaction and outcomes (e.g., engagement, retention; Stukas et al., 2009), fostering organizational commitment through bonding with coworkers and enhancing identification with employers (Pfeffer et al., 2022), and having effective communication practices within internal volunteer organizational structure to maximize volunteer identification and retention (Bauer & Lim, 2019). In addition, effectively leveraging this volunteer workforce also requires a robust infrastructure to support their coordination and oversight—a task that often falls to middle management, where the risk of burnout is notably high. I-O psychologists can use their skills to make sure these designed infrastructures are able to address the needs of volunteers and mitigate burnout experienced by middle managers of volunteers.

How I-O Psychologists Can Offer Scientific Support for Campaigns

Conduct Scientific Research of Organizational Behavior or Processes

I-O psychologists can investigate team structures and communication patterns to uncover the root causes of silos (addressing Inefficiency 2) and fragmentation (addressing Inefficiency 5). Network analyses or structured interviews with campaign staff can reveal coordination gaps and inform solutions like cross-functional teams or better data-sharing systems (also linked to Inefficiency 4 if data are underutilized). Surveys and focus groups across campaign groups can further assess alignment on mission and strategy to reduce duplicated efforts.

Prepare Scientific or Technical Reports or Presentations

I-O psychologists can translate complex findings into actionable insights. To tackle poor data usage (addressing Inefficiency 4), they might compare broad messaging versus microtargeted strategies, drawing from evidence on voter engagement. Clear reports can also demonstrate how ignoring communication breakdowns (Inefficiency 2) and fragmentation (Inefficiency 5) raises costs and weakens staff morale—prompting more informed changes in data practices and resource allocation.

Collect Information From People Through Observation, Interviews, or Surveys

I-O psychologists excel at gathering insights from people. They can interview staff across departments or advocacy groups to identify collaboration barriers and overlapping efforts (addressing Inefficiencies 2 and 5). For data inefficiency (Inefficiency 4), observing how volunteers enter data or staff use analytics can reveal obstacles to informed decision making—paving the way for improved systems. By applying these science-based skills, I-O psychologists help foster collaboration, strategic alignment, and effective data use—enabling political organizations to operate more efficiently and credibly.

How I-O Psychologists can Offer Methodological and Technological Solutions for Campaigns

Develop Methods of Social or Economic Research

Machine learning-powered predictive modeling enhances forecasting by integrating onboarding data, social media, and campaign metrics into modern cloud pipelines. This holistic approach replaces fragmented legacy systems and curbs the risk of catastrophic failures, as exemplified by the 2020 Iowa caucus. Moreover, predicting attrition lets campaigns implement retention strategies instead of constantly re-recruiting.

Campaigns can further refine operations with automated text analytics. Rather than relying on manual data entry for phone banking and field reports, natural language processing tools can categorize feedback, detect sentiment, and flag policy concerns. This reduces the time and errors tied to outdated databases (Inefficiency 3) and fosters sophisticated microtargeting (Inefficiency 4). With real-time dashboards, campaign leaders can allocate budgets more precisely, increasing returns on each dollar spent (Inefficiency 6). Built-in cybersecurity features—including data encryption and multifactor authentication—also mitigate vulnerabilities that often arise when disparate, legacy systems share sensitive voter information.

I-O psychologists often create computational tools to facilitate adopting and implementing those techniques across a range of users. Hernandez and Nie (2023) created a fully automated system for developing personality assessments. Louis Tay developed the ecological momentary assessment and experience sampling methodology platform Expiwell (Tay, n.d.).

Beyond creating database-driven applications, I-O often uses RShiny to make R packages web accessible through point-and-click tools. Examples include online applications to examine publication trends (Rigby & Traylor, 2020), pareto-optimize predictive models (Song et al., 2017), and metanalyze across different levels (Gooty et al., 2021), among others.

In campaigns, these skills can translate to well-designed technology platforms—ranging from campaign management dashboards to custom mobile applications—to help campaigns automate data entry, quickly pivot strategy, and scale resource usage up or down as needed. Iterative, user-centered design lowers the risk of tech failures and creates robust, secure infrastructure (Inefficiency 3). More strategically, aligning budgets with data-driven insights helps cut overspending and directs funds toward initiatives that most effectively engage volunteers and voters (Inefficiency 6).

Administering and Developing Assessments

Administering standardized psychological assessments can significantly enhance multiple campaign functions. Such assessments serve important roles, including (a) evaluating personality traits, cognitive abilities, and overall job fit among candidates and staff and (b) ensuring that campaign roles are staffed by individuals whose skills, competencies, and personal dispositions align well with specific job requirements. For example, research has documented the value of psychometric assessments in selecting political candidates, demonstrating correlations between personality test results and subsequent campaign performance (Silvester, 2014; Silvester & Wyatt, 2014).

Given their expertise in psychometric theory, test construction, and validity assessment, I-O psychologists can greatly enhance a campaign’s ability to accurately measure critical competencies and attributes, ultimately improving personnel decisions and overall campaign effectiveness. For example, I-O psychologists can create tailored assessments that measure the nuanced attributes needed for campaign effectiveness. By capitalizing on computer adaptive testing (CAT), campaigns minimize the number of questions asked while preserving accuracy—thereby cutting administrative costs (Inefficiency 6) and streamlining data analysis (Inefficiency 4). These assessments, if linked to a centralized database, yield immediate insights about staff or volunteer readiness and skill fit.

To track morale and voter sentiment over time, I-O psychologists can design pulse surveys and sentiment trackers. Frequent, short surveys pinpoint when volunteer engagement begins to wane, enabling managers to intervene before attrition spikes. Public sentiment trackers, meanwhile, capture real-time shifts in voter preferences, guiding agile adjustments to campaign messaging. By pooling these metrics in integrated dashboards, campaigns can avoid costly duplication of efforts across departments and dismantle data silos (Inefficiency 4).

Collectively, I-O psychologists equipped with technology and analytics expertise can dramatically reduce operational friction by merging forecasting, automated assessments, real-time monitoring, and modern tool development. This alignment not only generates cost savings but also amplifies a campaign’s capacity to adapt and innovate.

How I-O Psychologists Can Offer Legal Support for Campaigns

Professional Literature Review

By reviewing professional literature and staying informed on the latest campaign finance regulations, lobbying disclosures, and ballot access requirements, I-O psychologists can translate these updates into practical guidelines, alleviating procedural backlogs (addressing Inefficiency 1). For instance, an I-O professional might synthesize new state regulations on ballot access petitions into a concise checklist, sparing local campaigns the burden of deciphering dense legal texts. This not only expedites filing but also ensures accuracy, minimizing delays in voter engagement.

Testify at Legal or Legislative Proceedings

The ability to testify at legal or legislative proceedings allows I-O psychologists to advocate for streamlined policies that reduce bureaucratic gridlock (addressing Inefficiency 1). Drawing on data from compliance-laden campaigns, an I-O psychologist could present evidence of how smaller campaign teams suffer disproportionate administrative burdens, ultimately hampering effective mobilization. By highlighting these inefficiencies in front of legislative bodies, they help shape more streamlined requirements—such as simplified finance reporting systems—directly addressing the time sink smaller campaigns typically endure. The result is a potential shift toward more efficient procedures, boosting the likelihood of meaningful voter outreach and possibly increasing public trust.

Mediate Disputes

I-O psychologists can mediate disputes that arise when campaign staff and regulatory agencies like the FEC clash over procedural misinterpretations or delayed approvals—another direct means of reducing bureaucratic deadlock (addressing Inefficiency 1). For example, if a local campaign’s finance department is embroiled in a conflict with state officials over the late submission of lobbying disclosures, an I-O mediator could step in to clarify expectations and develop a resolution framework. Such mediation prevents costly legal battles and delays of critical campaign tasks like strategy and voter contact.

Through continuous literature review, legislative testimony, and skillful mediation, I-O psychologists help reduce the bureaucratic tangles that plague political campaigns. By streamlining compliance processes, advocating for more effective regulations, and resolving conflicts promptly, these professionals enable campaigns to focus on core goals such as outreach and voter engagement.

Call to Action

The current state of political organizations offers both challenges and opportunities for I-O psychologists. I-O psychology is uniquely positioned to provide strategic advantages to political campaigns, which allows for greater protection of its values. Using this outline and examples above, we urge aspiring I-O colleagues to offer their services to campaigns, shifting the paradigm from working within legal dictates to playing a more active role in dictating the law.

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