Gail Berger
Gail Berger

MANAGEMENT & ORGANIZATIONS
Adjunct Lecturer of Management & Organizations

Print Overview
Gail Berger is a Lecturer at Northwestern University in the Kellogg School of Management, McCormick School of Engineering and the School of Education and Social Policy. She brings academic and professional experience in the areas of conflict resolution, leadership development, succession planning and team building. She has consulted to small firms, Fortune 500 companies, and non-profit organizations. Her consulting work focuses on executive assessments, succession planning, leadership development and teambuilding. Some of the organizations she has worked with include Driehaus Capital Management, Grant Thornton, Jewish Federation of Chicago, Lockheed Martin, Masco, McDonalds, and Safer Foundation.

Professor Berger has won several teaching awards and her research has been presented at national conferences and published in leading journals. She received her Ph.D. in Management and Organizations from the Kellogg School of Management, Northwestern University. She also holds a M.Ed. in Administration and Supervision from Loyola University and a B.A./B.S. in Psychology and Elementary Education from Boston University.

Areas of Expertise
Group Decision-Making
Leadership
Negotiations
Organizational Communication
Team Performance
Print Vita
Education
PhD, 2003, Management and Organizations, Northwestern University
MEd, 2002, Administration and Supervision, Loyola University
MS, 2001, Management and Organizations, Northwestern University
BA, 1997, Psychology, Boston University
BS, 1997, Elementary Education, Boston University

Grants and Awards
Instructor of the Year Award , Northwestern University, School of Education and Social Policy, 2011

 
Print Research
Articles
Harrington, Brynn, Gail Berger and Mindy Douthit. 2010. Self Construal and Positioning of CSR Initiatives: Key Factors Influencing Employee Perceptions and Participation. The International Journal of Environmental, Cultural, Economic and Social Sustainability. 6(5): 211-226.
Savitsky, Kenneth, Thomas D. Gilovich, Gail Berger and Victoria Medvec. 2003. Is Our Absence as Conspicuous as We Think? Overestimating the Salience and Impact of One's Absence From a Group. Journal of Experimental Social Psychology. 39(4): 386-392.
Medvec, VictoriaGail Berger, Katie A. Liljenquist and Margaret A. Neale. 2004. Is a Meeting Worth the Time? Barriers to Effective Group Decision Making in Organizations. Research on Managing Groups and Teams. 6: 213-233.
Working Papers
Berger, Gail and Victoria Medvec. 2004. The illusion of transparency in transmittal.
Book Chapters
Medvec, VictoriaGail Berger, Katie A. Liljenquist and Margaret A. Neale. 2003. "Is a Meeting Worth the Time? Barriers to Effective Group Decision Making in Organizations." In Research on Managing Groups and Teams: Time in Groups, edited by Sally Blount, vol. 6, 213-233. Greenwich, CT: JAI Press.
Cases
Berger, GailLiz Livingston Howard and Sachin Waikar. 2010. Creating a Culture of Empowerment and Accountability at St. Martin de Porres High School (B). Case 5-410-755(B) (KEL515).
Berger, GailLiz Livingston Howard and Sachin Waikar. 2010. Creating a Culture of Empowerment and Accountability at St. Martin de Porres High School (A). Case 5-410-755(A) (KEL514).
Berger, Gail and Mary Kern. Negotiation's Case: Papa Pagone's Pizzeria..

 
Print Teaching
Full-Time / Part-Time MBA
Negotiations (MORS-470-0)
This course is designed to provide both the fundamentals of negotiation strategy, as well as a broad application of these fundamentals to advanced topics. The goal is to improve students' skills in all phases of negotiation: understanding prescriptive and descriptive negotiation theory as it applies to dyadic and multiparty negotiations, to buyer-seller transactions and the resolution of disputes, to the development of negotiation strategy and to the management of integrative and distributive aspects of the negotiation process. The course is based on a series of simulated negotiations in a variety of contexts including one-on-one, multi-party, cross-cultural, third-party and team negotiations. There is an attendance policy.