WorkCookie - Get Ahead with Industrial/Organizational Psychology in the Workplace

“They just don’t feel like a good fit.” Sounds harmless, but what exactly does fit mean, and who gets to define it?

We explored culture fit, comfort, psychological safety, belonging, and how organizations can distinguish genuine alignment from familiarity, assumptions, or preferences that may unintentionally shape who feels comfortable and included at work.

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We explored career advancement and the formal and informal factors that influence who gets access to opportunities, visibility, sponsorship, development, and leadership pathways.

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Performance evaluations are designed to measure performance, but the standards used to judge that performance may not always be as neutral as they appear.

We examined the lenses of performance evaluation: How organizations define performance, how managers interpret behavior, and how standards around competence, communication, leadership, and professionalism can shape evaluations.

In this Episode: LindaAnn Rogers, Nic Krueger, Natasha Desjardins, Gaby Cadena I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events References Accessible resources and APA citations Falcone, P., & Tan, W. (2013). The performance appraisal tool kit: Redesigning your performance review template to drive individual and organizational change. AMACOM. 2. Best detailed guide to the process and tools U.S. Office of Personnel Management. (n.d.). A handbook for measuring employee performance: Aligning employee performance plans with organizational goals. Read the free handbook Includes an eight-step process, worksheets, and examples. Start with Chapter 3. Practice guidance, particularly useful for examining how an organization moves from strategy to individual standards. 3. Best research foundation for setting expectations Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705–717. https://doi.org/10.1037/0003-066X.57.9.705 Read the free full article hosted by Stanford A peer-reviewed synthesis of research explaining how goals affect performance and the conditions that influence their effectiveness. It informs goal design, rather than supplying a complete appraisal system. 4. Actual tools for understanding the job National Center for ONET Development. (n.d.). ONET questionnaires. O*NET Resource Center. Access the free questionnaires

Two people can have similar qualifications, work in the same role, and still walk away with different compensation. Why?

This episode explores the dynamics of compensation negotiation, including salary expectations, market knowledge, organizational pay practices, negotiation behavior, and how value is perceived during the process.

In this episode: LindaAnn Rogers, Tom Bradshaw, Nic Krueger, Natasha Desjardins, Dr. Tim Sharples, Gaby Cadena

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References

Agan, A. Y., Cowgill, B., & Gee, L. K. (2025). Salary history and employer demand: Evidence from a two-sided audit. American Economic Journal: Applied Economics, 17(3), 380–413. https://doi.org/10.1257/app.20230365

Cullen, Z. B., Pakzad-Hurson, B., & Perez-Truglia, R. (2025). Pushing the envelope: The effects of salary negotiations (Working Paper No. 33903). National Bureau of Economic Research. https://doi.org/10.3386/w33903

Leibbrandt, A., & List, J. A. (2015). Do women avoid salary negotiations? Evidence from a large-scale natural field experiment. Management Science, 61(9), 2016–2024. https://doi.org/10.1287/mnsc.2014.1994

Before the interview, someone has already made a decision about you. Your resume gets reviewed, your experience gets compared, and a short list is created.

We took a closer look at pre-hire screening. How organizations evaluate candidates, what gets prioritized, and what can shape who makes it through the first gate.

In this episode: LindaAnn Rogers, Tom Bradshaw, Nic Krueger, Natasha Desjardins

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Leaders have unprecedented access to information, yet more information doesn’t always lead to better learning or better decisions. Amid AI-generated content, constant updates, and information overload, social learning becomes a powerful organizational asset.

This episode explores how conversation, observation, shared experience, peer learning, and collective sensemaking help people filter what matters, turn information into knowledge, and translate knowledge into action with a special guest.

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Hybrid work is here to stay, while AI and emerging technologies are redefining how work gets done. Drawing on new insights from Gallup and Deloitte’s 2026 Global Human Capital Trends, this episode looks beyond remote vs. office and human vs. machine to explore what’s next and how leaders can intentionally design work for adaptability, connection, technology, and human performance.

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Organizations recognize the importance of human-machine collaboration, but recognition isn’t readiness.

With research demonstrating a significant gap between organizations that see the need and those making real progress, this episode explores how leaders can build change readiness while redesigning roles, relationships, workflows, and teams for a workplace where humans and technology increasingly work together.

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AI may own the headlines, but it’s far from the only technology reshaping work. Drawing on emerging tech insights from Gartner, Stanford, and Deloitte, this episode explores the technologies flying under the radar, from robotics and digital twins to quantum, wearables, and biotechnology, and what leaders need to know about their impact on people, teams, and the future of work.

In this episode: Emi Baressi, Tom Bradshaw, Nic Krueger, Lee Crowson, Kate Morales, PhD, LindaAnn Rogers

I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events References:

Aziz, F., Qazi, A. and Li, H. (2026), “Digital twin technology and operations management efficiency in construction: the roles of information transparency, collaboration and digital readiness”, Journal of Enterprise Information Management, Vol. ahead-of-print No. ahead-of-print.

https://doi.org/10.1108/JEIM-04-2026-0719

Crawford, K., Posada, J., Okueso, Y.E., Higgins, E., Lachin, L. and Hamidi, F. (2026), “Inquiry into accessibility service possibilities for blind and low-vision university students through co-designing a 3D-printed tactile campus map”, Journal of Enabling Technologies, Vol. 20 No. 2, pp. 73–87. https://doi.org/10.1108/JET-11-2024-0076

Eriksson, K.M., Olsson, A.K. and Carlsson, L. (2024), “Beyond lean production practices and Industry 4.0 technologies toward the human-centric Industry 5.0”, Technological Sustainability, Vol. 3 No. 3, pp. 286–308. https://doi.org/10.1108/TECHS-11-2023-0049

JLL (n.d.), “JLL taps into the power of neuroscience to shape the future of work”, JLL. https://www.jll.com/en-us/newsroom/jll-taps-into-the-power-of-neuroscience-to-shape-the-future-of-work

Kawala-Sterniuk, A., Browarska, N., Al-Bakri, A., Pelc, M., Zygarlicki, J., Sidikova, M., Martinek, R. and Gorzelanczyk, E.J. (2021), “Summary of over fifty years with brain-computer interfaces—A review”, Brain Sciences, Vol. 11 No. 1, Article 43. https://doi.org/10.3390/brainsci11010043

Kies, A., De Keyser, A., Jaramillo, S., Li, J., Tang, Y. and Ud Din, I. (2025), “Wired for work: brain-computer interfaces’ impact on frontline employees’ well-being”, Journal of Service Management, Vol. 36 No. 1, pp. 1–26. https://doi.org/10.1108/JOSM-03-2024-0098

Li, L., Xu, Y., Zhan, Y., Pan, M., Lo, C.K.Y. and Zhou, H. (2026), “The impact of digital twin innovation on firm operational performance: a knowledge-based perspective”, International Journal of Operations & Production Management, Vol. 46 No. 9, pp. 1454–1476. https://doi.org/10.1108/IJOPM-07-2025-0681

Tathavadekar, V.P. and Mahankale, N.R. (2026), “Brain–computer interface integration in corporate learning: bidirectional enhancement frameworks for neurologically-augmented knowledge workers”, Strategic HR Review, Vol. 25 No. 3, pp. 89–92. https://doi.org/10.1108/SHR-06-2026-218

Valencia-Arias A, Velasquez Salas S, Cardona-Acevedo S, Rua Hernandez JC, Ramírez-Ramírez DM, Benjumea-Arias ML (2026), "Technology-driven workplace transformation: changes, challenges, and opportunities". Management & Sustainability: An Arab Review, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/MSAR-08-2025-0295

Wei, X., Tan, W. and Tian, R. (2026), “The double-edged sword effects of STARA use on employee performance and well-being: a meta-analysis based on job demands-resources (JD-R) model”, Information Technology & People, Vol. 39 No. 5, pp. 2312–2340.

https://doi.org/10.1108/ITP-01-2025-0020

Reports

Deloitte

Deloitte. (2025, December 10). Tech trends 2026: As technology innovation and adoption accelerate, five trends reveal how successful organizations are moving from experimentation to impact. Deloitte Insights. https://www.deloitte.com/us/en/insights/topics/technology-management/tech-trends.html

Gartner

Stephan, C., Buytendijk, F., Searle, S., Alvarez, G., Li, B., & Chen, O. (2026, July 23). Hype cycle for emerging technologies, 2026. Gartner. https://www.gartner.com/en/documents/8163629

Stanford

Stanford Emerging Technology Review. (2026). The Stanford Emerging Technology Review 2026. Hoover Institution & Stanford School of Engineering, Stanford University. Stanford Emerging Technology Review 2026

Leadership development is most effective when it is grounded in the organization's values. This episode demonstrates how values become the framework for selecting, coaching, developing, and evaluating leaders, creating consistency across the organization and building leadership capacity that reinforces culture and supports long-term organizational success. In this episode: LindaAnn Rogers, Tom Bradshaw, Nic Krueger, Rich Cruz, CT Sanders, Lee Crowson

I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events

References:

Kahneman, D., & Klein, G. (2009). Conditions for intuitive expertise: A failure to disagree. American Psychologist, 64(6), 515–52

Ericsson, K. A. (2008). Deliberate practice and acquisition of expert performance: A general overview. Academic Emergency Medicine, 15, 988–994.

Defining values is only the beginning.

This episode explores how leaders intentionally integrate organizational values into everyday decisions, communication, accountability, strategic planning, and operations so employees can consistently make decisions that reflect the organization intended direction even when leadership isn't present.

In this episode: LindaAnn Rogers, Tom Bradshaw, Nic Krueger, Tim Sharples, Rich Cruz

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References

Bourne, H., & Jenkins, M. (2013). Organizational values: A dynamic perspective. Organization Studies, 34(4), 495–514.

O'Reilly, C. A., III, Chatman, J., & Caldwell, D. F. (1991). People and organizational culture: A profile comparison approach to assessing person–organization fit. Academy of Management Journal, 34(3), 487–516.

Authentic organizational values begin with authentic personal values.
This episode provides a practical, evidence-based process for identifying personal values and translating them into meaningful organizational values with clear definitions, observable behaviors, and practical decision-making criteria that employees can apply every day.

In this episode: LindaAnn Rogers, Tom Bradshaw, Natasha Desjardins, Nic Krueger, Lee Crowson, Tim Sharples

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Reference
Collins, J. C., & Porras, J. I. (1996). Building your company’s vision. Harvard Business Review, 74(5), 65–77.

Leadership development is most effective when it is grounded in the organization's values. This episode demonstrates how values become the framework for selecting, coaching, developing, and evaluating leaders, creating consistency across the organization and building leadership capacity that reinforces culture and supports long-term organizational success.

In this episode: LindaAnn Rogers, Tom Bradshaw, Dr. Tim Sharples, Nic Krueger, Wendy Iglehart I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events

References: Kouzes, J. M., & Posner, B. Z. (2023). The Leadership Challenge (7th ed.). Wiley. Schwartz, S. H. (1992). Universals in the content and structure of values: Theoretical advances and empirical tests in 20 countries. Advances in Experimental Social Psychology, 25, 1–65.

Schwartz, S. H. (2012). An overview of the Schwartz theory of basic values. Online Readings in Psychology and Culture, 2(1).

Your first job is just the beginning of your career journey. In this episode, we’ll discussed how to think strategically about career growth, develop transferable skills, and make intentional career decisions that support your long-term success.

In this Episode: Dr. Heather Morton, Tom Bradshaw, Nic Krueger, Lee Crowson, LindaAnn Rogers

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Reference:

Office of the Attorney General of Texas. (2026, July 14). Attorney General Ken Paxton investigates LinkedIn for advertising fake and misleading job opportunities to users paying for a Premium subscription. https://www.texasattorneygeneral.gov/news/releases/attorney-general-ken-paxton-investigates-linkedin-advertising-fake-and-misleading-job-opportunities

Landing an I/O role requires more than simply submitting applications. It requires you to communicate the value you bring to the workplace. This episode will help you explore how to improve your resume, networking, interview skills, and personal brand while avoiding common mistakes.

In this episode: Dr. Heather Morton, Tom Bradshaw, Nic Krueger, Lee Crowson,s, Natasha Desjardins I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events

How do you gain I/O experience if you can’t land your first I/O job?

We discuss practical ways to gain relevant skills through internships, research, volunteer work, consulting projects, and opportunities that help you bridge the gap between graduate school and the workplace. In this episode: Dr. Heather Morton, Tom Bradshaw, Nic Krueger, Lee Crowson, LindaAnn Rogers, Natasha Desjardins, Rich Cruz

I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events

I/O psychology has so many career paths. (Probably more than many people realize.) However, figuring out where you fit can feel overwhelming. In this episode, we explored the different areas of the field and how to identify roles that align with your strengths and interests.

In this episode: Dr. Heather Morton, Tom Bradshaw, Nic Krueger, Lee Crowson, LindaAnn Rogers, Ian Siderits

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This episode offers a practitioner's view of what sustainable transformation actually moves through: from the moment of honest awareness, through the friction of resistance, into the kind of cultural shift that outlasts any single initiative or leader.

In this episode: Meagan Bond, Nic Kruegar, Rich Cruz, LindaAnn Rogers, Lee Crowson, Ian Siderits, Tricia Kennedy, Alexander Taylor

I/O Career Accelerator Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events References: Brocha, S. (2026). The Human Method®: An eight-phase organizational transformation methodology [Unpublished manuscript]. Dweck, C. S. (2006). Mindset: The new psychology of success. Random House. Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999 Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley. Gallup. (2025). State of the global workplace: 2025 report. Gallup. Keller, S., & Aiken, C. (2009). The irrational side of change management. McKinsey Quarterly.

McKinsey & Company. (2021). The state of organizations 2021: Ten shifts transforming organizations. McKinsey & Company.

Overmier, J. B., & Seligman, M. E. P. (1967). Effects of inescapable shock upon subsequent escape and avoidance responding. Journal of Comparative and Physiological Psychology, 63(1), 28–33. https://doi.org/10.1037/h0024166
Peterson, C., Maier, S. F., & Seligman, M. E. P. (1993). Learned helplessness: A theory for the age of personal control. Oxford University Press.

Samuelson, W., & Zeckhauser, R. (1988). Status quo bias in decision making. Journal of Risk and Uncertainty, 1(1), 7–59. https://doi.org/10.1007/BF00055564

Every organization is in a race to adopt artificial intelligence. Few are asking the more important question: are our people ready to work alongside it? The organizations that will win the next decade are not the ones with the most advanced technology — they are the ones with the culture strong enough to absorb, adapt to, and leverage it.

AI does not fail because of the algorithm. It fails because of the humans around it — the ones who resist it, misuse it, or never trusted the organization enough to embrace it in the first place. Culture is what determines whether AI becomes a force multiplier or an expensive distraction. In this session, we will examine the relationship between organizational culture and AI adoption, and make the case that investing in culture is not the soft alternative to investing in technology — it is the prerequisite.

In this episode: Meagan Bond, Tom Bradshaw, Nic Kruegar, Rich Cruz, Dr. Emi Barresi, Imani Nakyanza

I/O Career Accelerator Course: https://www.seboc.com/job
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References:

Boston Consulting Group. (2024). AI at work: Friend and foe. Boston Consulting Group.
Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268.
Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.
G2. (2025). Global AI adoption statistics and trends 2025. G2 Research.
Hermann, E., Puntoni, S., & Morewedge, C. K. (2024). Humanizing artificial intelligence: Self-determination theory and AI adoption. Journal of Consumer Psychology.
McKinsey & Company. (2025). The state of AI: How organizations are rewiring to capture value. McKinsey & Company.
McManus, M. (2024). AI transformation is 70% people and 30% technology [Executive presentation]. Boston Consulting Group.
Mirbabaie, M., Stieglitz, S., et al. (2025). AI identity threats and reinforcement in organizations. In Proceedings of the 58th Hawaii International Conference on System Sciences. University of Hawaiʻi at Mānoa.
MIT Sloan Management Review, & Boston Consulting Group. (2025). The state of generative AI in the enterprise. MIT Sloan Management Review.
PwC. (2025). Global workforce hopes and fears survey 2025. PricewaterhouseCoopers.
Shonhe, L., & Min, K. (2025). Mitigating AI-induced professional identity threat and fostering adoption in the workplace. AI & Society.
World Economic Forum. (2025). The future of jobs report 2025. World Economic Forum.

Most organizations are extraordinarily good at activity and extraordinarily bad at progress. Meetings that produce more meetings. Initiatives launched before the last ones landed.

Leaders who are permanently busy and chronically stuck. This is not a strategy problem. It is a pattern problem, and patterns live in culture, not in org charts.

This episode examines the invisible cycles that keep organizations in motion without forward momentum: the norms, assumptions, and unspoken rules that make dysfunction feel like diligence.

In this episode: Meagan Bond, Tom Bradshaw, LindaAnn Rogers, Nic Kruegar, Stacy Lee, Rich Cruz

I/O Career Accelerator Course: https://www.seboc.com/job
Visit us https://www.seboc.com/
Follow us on LinkedIn: https://bit.ly/sebocLI
Join an open-mic event: https://www.seboc.com/events

References:

Dweck, C. S. (2006). Mindset: The new psychology of success. Random House.

Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999

Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.

Gallup. (2025). State of the global workplace: 2025 report. Gallup.

Glassdoor. (2025). The hidden costs of layoffs: Workforce trust, engagement, and organizational performance. Glassdoor Economic Research.

Keller, S., & Aiken, C. (2009). The irrational side of change management. McKinsey Quarterly.

McKinsey & Company. (2021). The state of organizations 2021: Ten shifts transforming organizations. McKinsey & Company.

Overmier, J. B., & Seligman, M. E. P. (1967). Effects of inescapable shock upon subsequent escape and avoidance responding. Journal of Comparative and Physiological Psychology, 63(1), 28–33. https://doi.org/10.1037/h0024166

Peterson, C., Maier, S. F., & Seligman, M. E. P. (1993). Learned helplessness: A theory for the age of personal control. Oxford University Press.

Russell Reynolds Associates. (2025). Global CEO turnover index: 2024 year in review. Russell Reynolds Associates.

Samuelson, W., & Zeckhauser, R. (1988). Status quo bias in decision making. Journal of Risk and Uncertainty, 1(1), 7–59. https://doi.org/10.1007/BF00055564

Society for Human Resource Management. (2019). The high cost of a toxic workplace culture: How culture impacts the workforce—and the bottom line. SHRM.

Society for Human Resource Management. (2024). SHRM Q4 2024 civility index: The state of workplace civility in the United States. SHRM.