In recent years the concept of mindfulness has become increasingly popular, and with good reason. A growing body of research indicates that mindfulness provides a number of physical, psychological, and even performance benefits. As a result, some organizations have started offering mindfulness programs to their employees. But despite growing interest, mindfulness has received little attention from the industrial–organizational community. In this article, we provide an overview of what mindfulness is, where the concept came from, how it has been utilized and studied to date, and what its application in the work setting is. We also propose new directions for researchers and practitioners.

In recent years, various I-O psychologists have raised concerns about the state of the field, with some arguing that we are experiencing a collective identity crisis and have lost our way. In this article, I explore why these concerns have emerged by reviewing the development of our field from a philosophy of science perspective. Then I discuss how the concepts of reflection and reflexivity can help us clarify our professional worldviews and find a way forward. I conclude by suggesting ways to incorporate reflection and reflexivity into I-O research and practice. My hope is to spark a conversation about the role that reflection and reflexivity could play in our field.

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Saari and Scherbaum (2011) raised a number of practical, scientific, and ethical questions in their focal article. We began grappling with many of these same questions 10 years ago when we were first asked to conduct an identified survey. We have learned a lot since then. In this commentary, we seek to share that learning. We introduce empirical evidence regarding the impact of identified surveys on employee perceptions and behaviors, and we share the assumptions and best practices we believe underlie successful identified surveys.