I think we can finally figure this whole thing out together.W orkplaces are evolving to face complex pressures and new stressors.Four disruptive trends-volatility, uncertainty, complexity, and ambiguity (VUCA)-require employers to better engage employees and develop organizational agility (Baran & Woznyj, 2021). Worker mental health problems are also affecting businesses at an unprecedented rate, with fervent calls to action from corporate executives and occupational scientists. The recent publication Dying for a Paycheck (Pfeffer, 2018) and the research on which the publication is based (Goh et al., 2015) revealed what research has suggested for decades: Workplace stressors and managerial practices unnecessarily kill workers annually-120,000 workers-and cost businesses billions in health care.There is a general lack of coordination among many professionals who, were they to work together, could potentially address this growing mass of stressors. We, along with positive organizational scholars (e.g., Cunha et al., 2020), believe the answer lies in having a holistic and human-centered vision of organizations composed of allies who work as a team and across multiple levels. Current solutions are limited partly due to overspecialization across disciplines, resulting in the proverbial blind men and the elephant. Occupational health practitioners, consultants, trainers, and vendors are focused suboptimally on one area-either the trunk, the tail, or a leg-without actively addressing the whole. Practitioners