This spring semester, one of the undergraduate courses I am teaching is Theories of Personality. It is my first time teaching this course, so I found myself going back to my Psychology 101 days to revisit the major personality theories and refresh my memory. One of the assignments I recently gave students asked them to reflect on which theoretical perspective best describes how they understand their personality: Sigmund Freud, who emphasizes looking back at our past experiences; Gordon Allport, who focuses on future-oriented motivations; or Erik Erikson, who highlights development across the lifespan. As I thought about these frameworks while teaching, I realized that in some ways our field often finds itself operating within all three perspectives at once. This observation became even clearer as I thought about how our field has evolved in recent years.
Hear me out…
Today, many conversations about work are framed in terms of before and after COVID-19. Before the world shut down in 2020, only about 6% of employees reported working remotely (Coate, 2021). By July 2022, however, at least a quarter of the U.S. workforce reported working remotely at least 1 day per week. In 2026, as organizations continue to navigate return-to-office policies, Gallup reports that about 26% of employees now work fully remote, and 52% operate in hybrid arrangements (Gallup, n.d.). These shifts have fundamentally changed how organizations think about flexibility, collaboration, and the future of work. At the same time, the conversations shaping our field continue to evolve. Only a few years ago, very few of us were discussing artificial intelligence (AI) with the frequency we see today. AI has quickly become a central topic across organizations, raising questions not only about productivity and efficiency (where the evidence is still emerging and debate is still out) but also about how professionals learn, develop, and build expertise in an increasingly automated world. Similarly, during the height of the COVID-19 pandemic, organizations were having widespread discussions about diversity, equity, and inclusion (DEI) initiatives. A Glassdoor study reported that the share of companies implementing DEI initiatives increased from 29% in 2019 to at least 43% by 2021 (Terrazas, 2022). However, by 2025, some organizations began rolling back these initiatives, and others shifted their language toward more widely accepted concepts, such as belonging and inclusion for all. As we look ahead, it remains to be seen how conversations about diversity and inclusion will continue to evolve in the workplace and impact the most marginalized employees.
In many ways, these developments reflect the different perspectives represented in the personality theories I have been teaching this semester. Like Freud, our field often looks back at major moments, such as the pandemic, to understand how they continue to shape organizations and employees today; like Erikson, we recognize that the workplace is constantly developing over time, influenced by social, technological, economic, and cultural change; and like Allport, we frequently look ahead, imagining how organizations can adapt and prepare for the future. As I–O psychologists, our role has always involved helping organizations navigate these transitions, whether it be by understanding the past, responding to the present, and preparing for what lies ahead.
This issue of TIP reflects many of these ongoing conversations in our field. Some contributions encourage us to revisit and question ideas we may have taken for granted. For example, articles examining topics such as engagement measurement and the proliferation of constructs remind us that even long-standing concepts in our field deserve continued examination and ongoing refinement, particularly as simplified interpretations of psychological ideas increasingly circulate through social media and organizational discourse. Like Freud’s emphasis on understanding the past, these discussions push us to reflect on how the theories, methods, and assumptions we have relied upon continue to shape the way we study and understand organizations today. Other pieces focus on development across the lifespan of our profession. Articles highlighting academic–practice partnerships, the development of novice consultants, and the experiences of students entering the field remind us that I–O psychology is sustained not only by ideas but also by people. In many ways, these contributions echo Erikson’s perspective that development is an ongoing process. As a field, we continue to grow through mentorship, collaboration, and the sharing of knowledge across generations of scholars and practitioners. At the same time, several articles look squarely toward the future of work. Discussions of artificial intelligence, boundary spanning across disciplines as highlighted by President Tannenbaum, and the evolving role of I–O psychologists in organizations reflect a field that is increasingly future oriented. These conversations align closely with Allport’s emphasis on forward-looking motivations, asking how our science and practice can help organizations prepare for the challenges and opportunities that lie ahead.
As many members of our community prepare to gather at the upcoming SIOP Annual Conference, the articles featured in this issue of TIP reflect many of the conversations that will undoubtedly continue in New Orleans. From revisiting foundational concepts in our field to exploring how professionals develop across their careers and considering how emerging technologies and shifting workplace dynamics may shape the future of work, these contributions offer a preview of the discussions that continue to bring our community together. And of course, it doesn’t hurt that this year we gather in New Orleans.
As an introvert, I will admit that the conference environment can sometimes feel a bit overwhelming, yet at the same time, it is incredibly energizing. There is something powerful about being at the SIOP conference and being surrounded by people who care deeply about the same questions we ask in our research, our classrooms, and our organizations. Each year, I leave the conference feeling both proud to be part of this profession and eager to bring new ideas back to the organizations and communities we serve. If this will be your first time attending the SIOP conference, welcome. We have an article in this issue specifically dedicated to helping you navigate the conference experience. And if this is your first, second, or perhaps even your 41st SIOP conference, be sure to check out the article from our current Program and Conference Chairs, which offers a sneak peek at what to expect.
Until next time, I look forward to seeing many of you in NOLA as we continue reflecting on where our field has been, where it is today, and where it may go next.
Warmly,
Myia
References
Coates, P. (2021). Quarterly economics briefing–Q4 2020. https://www.ncci.com/SecureDocu-ments/QEB/QEB_Q4_2020_RemoteWork.html
Gallup. (n.d.). Hybrid work. https://www.gallup.com/401384/indicator-hybrid-work.aspx
Terrazas, A. (2022, November 29). Who cares about diversity, equity and inclusion? https://www.glassdoor.com/blog/who-cares-about-diversity-equity-and-inclusion
