“What’s something you’ve changed your mind about lately?”

It’s a question psychologist Adam Grant often asks his podcast guests. Whether I’m preparing dinner, commuting, or simply catching a quiet moment, hearing it often makes me pause and reflect on how I’d answer.

Here’s one of my answers. I used to say that policymakers don’t understand applied psychology—what it is and what it has to offer. I don’t say that anymore. Today, savvy policymakers are not only aware of behavioral science but are actively using psychological research, theory, and best practices to inform decisions. They’re designing policies that work for people, testing their effectiveness, and refining strategies to achieve better outcomes.

I’ve seen this shift firsthand. I often think back to the address delivered by former IAAP President Michael Frese in Athens, Greece nearly two decades ago. In it, he shared a vision for a President’s Council of Psychological Advisors. His presentation, sprinkled with humor, featured a clearly photoshopped image of IAAP psychologists standing around a U.S. President—much like a Council of Economic Advisors. While the image was intentionally lighthearted, the underlying idea was serious and provocative. At the time, it felt aspirational, perhaps even a bit far-fetched.

So imagine my satisfaction years later, when I found myself standing in the Oval Office with the White House Social and Behavioral Sciences Team, briefing President Barack Obama on our work. In that moment, Michael Frese's imagined council didn’t feel so far off. This was a compelling example of psychology informing policy at the highest level—a powerful demonstration of what’s possible when our field is integrated into decision-making.

This isn’t an isolated case. Today, organizations like the United Nations and the World Health Organization regularly draw on applied psychology to inform their work. Local governments and communities are applying psychological insights to expand access to education, reduce inequalities, and strengthen local economies, among other priorities. For example, psychology has informed initiatives that create opportunities for students with disabilities, help mothers navigate resource constraints, and support micro-entrepreneurs in informal economies to build sustainable livelihoods. These examples highlight psychology’s potential to address complex challenges—and they are just the beginning.

While this progress is encouraging, there’s still much to do. The integration of psychology into policymaking is a process, not an end state. Applied psychologists must continue engaging with policymakers—not only to share our insights but also to listen and learn. We need to understand their priorities, constraints, and contexts, ensuring our contributions are both practical and impactful.

This ongoing dialogue requires commitment on both sides. Policymakers increasingly recognize the value of behavioral science, but psychologists must also demonstrate how our field addresses systemic global concerns. Beyond understanding individual behavior, applied psychology provides tools to design policies that reflect diverse cultural contexts, address structural inequities, and deliver meaningful results.

At IAAP, advancing this work is a key priority. Our 2024–2027 Strategic Plan, adopted unanimously by the IAAP Board of Directors in Prague last July, focuses on raising the recognition and use of applied psychology to influence sustainable development. It highlights psychology’s role in improving policy effectiveness, particularly in areas tied to the United Nations’ Sustainable Development Goals (SDGs). The plan includes building partnerships, translating our science, and developing an advocacy strategy to promote the integration of psychology into global and local initiatives.

The SDGs—focused on People, Planet, Prosperity, Peace, and Partnerships—are ambitious and inspiring. But I’ve often argued that something is missing: a Sixth P, Psychology. Without integrating an understanding of human behavior and decision-making, efforts to achieve the SDGs risk falling short. Psychology provides a critical lens for designing policies that address the social, cultural, and behavioral dimensions of sustainable development, ensuring they are responsive to the needs of diverse populations. By bridging the gap between ambition and action, psychology equips decision-makers with the insights and strategies needed to translate the SDGs into tangible change, making it an essential addition to this framework.

This is why I’m especially excited about the first issue of Applied Psychology Around the World (APAW) under its new editor, Stuart Carr. By focusing on policy, Stuart demonstrates how psychology supports the SDGs. His emphasis on the intersection of psychology and policymaking encourages deeper consideration of our field’s role in tackling global challenges.

Ultimately, psychology isn’t just about understanding individuals; it’s also about creating systems that serve everyone more effectively. As the Sixth P, Psychology is essential for turning global ambitions into actionable, measurable outcomes. When integrated into policy, it ensures that solutions are not only innovative but also equitable and crafted for real-world impact.

Perhaps, then, it’s time to add a Seventh P to the list: Policy. Together, Psychology and Policy create a powerful partnership—driving progress toward a sustainable and inclusive world, where decisions are guided by evidence and centered on the well-being of communities everywhere.