Victim precipitation is embedded deeply within industrial and organizational (I-O) psychology. Cortina, Rabelo, and Holland (2018) are right to challenge the assumptions that have perpetuated victim blaming in our discipline (consciously and unconsciously); however, a significant source of victim precipitation discourse within our field was strikingly absent in their discussion: construct measurement. The nature of how we measure most of our workplace aggression and mistreatment constructs (e.g., incivility, abusive supervision, bullying) have potential to negate the experiences of targeted employees as well as the unique impact of various perpetrator behaviors. Furthermore, how we interpret these measures can result in researchers and practitioners privileging the experiences of some individuals and dismissing the experiences of others. How can we hope to achieve a progressive approach to mistreatment in our disciplines if our measures do not keep pace?

We find Neubert, Mainert, Kretzschmar, and Greiff's (2015) article to be worth discussing and embracing because it represents not only a pragmatic offering of two important constructs for 21st century work but also an important opportunity for industrial–organizational (I-O) scholars and practitioners to consider several questions related to the future of I-O psychology. Neubert et al. correctly identified the broad trends that are influencing the economic environment that we live in and made a compelling argument that I-O psychologists should join other researchers and policymakers from ancillary fields to identify and measure the unique competencies and skills that will determine success in the future of work. In our own research on new technologies and their use in talent assessment and selection (e.g., mobile device testing), we have often considered other future-related research questions, and we would like to offer them here as a supplement to this discussion in the hopes that it might spur further forward-thinking conversation, research, and practice. Below we offer five additional themes to organize the questions that we believe are important to consider as I-O psychologists evaluate the merits and uses of 21st century skills such as complex problem solving and collaborative problem solving (CPS and ColPS).

This article addresses the insightful and diverse commentaries received regarding our focal article examining collectivistic leadership approaches from both a scientific and practical perspective. In our response, we attend to four emergent themes: the interdisciplinary and historic nature of collectivistic approaches to leadership, the need for studying the nature of collectivistic leadership as a unique phenomenon, the benefits and vulnerabilities associated with this leadership perspective, and the importance of understanding from a holistic perspective what influences collectivistic leadership and how to develop it. For each theme, we integrate feedback from the commentaries and provide our perspective in terms of how to continue the dialogue on collectivistic leadership for scientific and practical advancement.

Big data is becoming a buzzword in today's corporate language and lay discussions. From individually targeting advertising based on previous consumer behavior or Internet searches to debates by Congress concerning National Security Agency (NSA) access to phone metadata, the era of big data has arrived. Thus, the Guzzo, Fink, King, Tonidandel, and Landis (2015) discussion of the challenges (e.g., confidentiality, informed consent) that big data projects present to industrial and organizational (I-O) psychologists is timely. If the hype associated with these techniques is warranted, then our field has a clear imperative to debate the ethics and best practices surrounding use of these techniques. We believe that Guzzo et al. have done our field a service by starting this discussion.

The focal article by Bergman and Jean (2016) raises an important issue by documenting the underrepresentation of nonprofessional and nonmanagerial workers in industrial and organizational (I-O) research. They defined workers as, “people who were not executive, professional or managerial employees; who were low- to medium-skill; and/or who were wage earners rather than salaried” (p. 89). This definition encompasses a wide range of employee samples: from individuals working in blue-collar skilled trades like electricians and plumbers to police officers, soldiers, and call center representatives to low-skill jobs such as fast food, tollbooth operators, and migrant day workers. Because there is considerable variability in the pay, benefits, skill level, autonomy, job security, schedule flexibility, and working conditions that define these workers’ experiences, a more fine-grained examination of who these workers are is necessary to understand the scope of the problem and the specific subpopulations of workers represented (or not) in existing I-O research.

Adler et al. (2016) open with a summary of the business case driving our field to change and close by providing principles for accomplishing that change, where they conclude that “there is no right answer to the ratings question” (p. 244). Lying between the opening and closing sections is a series of arguments for and against today's performance rating status quo, arguments illustrating just what happens when too many years are spent seeking answers along too narrow a path. In this commentary, we provide additional support for the strategy- and outcome-driven approach to performance management advocated in the article. In addition, we offer ideas for what has contributed to getting us and keeping us where we are. Unless we understand what has driven performance ratings research and practice to be the object of an intense and lengthy debate, these same forces may well drive us to carry out years-long experiments of questionable value along similarly narrow paths. We want to offer our views on how to foster outcome-based practice more broadly.

As I write this essay in mid-September 2017, the news is reporting yet another tragic police shooting that led to the death of a US resident. This time, it was a deaf, nonverbal, Hispanic man in Oklahoma City, Magdiel Sanchez, who happened to be carrying a pipe that he used to fend off stray dogs when he went for walks at night (NewsOK, 2017). To the members of Mr. Sanchez's family and community, his name is the most important part of the previous sentence, but the most terrifying part for the rest of us is the first two words: this time.