Sally Blount
Sally Blount

Dean, Kellogg School of Management
Michael L. Nemmers Professor of Management & Organizations

Print Overview

Sally Blount was named dean of the Kellogg School of Management at Northwestern University in 2010. An internationally recognized thought leader in management, negotiation and behavioral decision-making, Blount brings more than 25 years of experience in business education.

Since taking the helm at Kellogg, Blount launched a bold seven-year plan for the school that focuses on strengthening the school's innovative degree portfolio, investing in path-breaking thought leadership, deepening global connectivity, and leveraging Kellogg's distinctive culture and brand.

Blount has made significant progress in advancing the plan, now past its midpoint, setting repeated fundraising records with the school's $350 million Transforming Together campaign, starting construction on a 410,000-square-foot lakefront global education center, and expanding Kellogg's premier Executive MBA Network with the 2014 addition of a joint program with Peking University in Beijing.

Blount is a director at Abbott Laboratories. She serves on the advisory boards for the Aspen Institute's Business and Society Program, Indian School of Business, Hong Kong University of Science and Technology Business School, and Fundacao Dom Cabral in Brazil. Blount was also the co-chair for the World Economic Forum on Latin America in 2012. She has been featured in top news outlets such as The Wall Street Journal, Financial Times, Forbes, The Economist, Bloomberg Businessweek, Fortune and MSNBC.

Previously, Blount was dean at New York University's Stern School of Business. She was also on the faculty of the University of Chicago Booth School of Business for nearly a decade; earlier in her career, she was a consultant with the Boston Consulting Group. She is a proud alumna of Kellogg, where she received her Ph.D. in management and organizations in 1992.

Print Vita
Ph.D., 1992, Organizational Behavior, Kellogg School of Management, Northwestern University
M.S., 1991, Organizational Behavior, Kellogg School of Management, Northwestern University
B.S.E., 1983, Engineering Systems and Economic Policy, School of Engineering and Applied Science and Woodrow Wilson School of International and Public Affairs, Princeton University, High Honors

Academic Positions
Dean, Kellogg School of Management, Northwestern University, 2010-present
Michael Ludwig Nemmers Professor of Management & Organizations, Kellogg School of Management, Northwestern University, 2010-present
Advisor to the President and Provost for Global Integration, New York University, 2007-2010
Abraham L. Gitlow Professor of Management and Organizations, New York University, 2004-2010
Vice Dean , New York University, 2004-2010
Dean of the Undergraduate College, New York University, 2004-2010
Professor of Management, Stern School of Business, New York University, 2001-2004
Associate Professor of Behavioral Science , Booth School of Business, University of Chicago, 1996-2001
Assistant Professor of Behavioral Science , Booth School of Business, University of Chicago, 1992-1996
Instructor/Research Assistant, Kellogg School of Management, Northwestern University, 1988-1992

Other Professional Experience
Director of Finance and Planning, Eva Maddox Associates, Inc., 1985-1988
Associate Consultant, Boston Consulting Group, Inc., 1983-1985

Grants and Awards
Division Chair, Academy of Management – Conflict Management Division, 2004-2005
Program Chair, Academy of Management – Conflict Management Division, 2002-2003
Review Panel member, National Science Foundation – DRMS program, 2002-2004
Doctoral Consortium Coordinator, Academy of Management – Conflict Management Division, 2001-2002
Principal Investigator, National Science Foundation, 2001-2005
Research Scholar, Enron Corporation, 2001
Best Paper Award, Academy of Management Proceedings, 2000
Principal Investigator, National Science Foundation, 1998-1999
Executive Board member, Economic Science Association, 1997-2000
Alumni Advisory Board member, Princeton University School of Engineering, 1996-2002
Research Scholar, James S. Kemper Foundation, 1996-1997
Best Dissertation Award, International Association for Conflict Management, 1993
Austin Scholar, J. L. Kellogg Graduate School of Management, 1988
Sheldon Research Prize, Tau Beta Pi, Sigma Xi, Princeton University, 1982-1983
Visiting Scholar, Institute of Applied Systems Analysis, 1982

Print Research
Sanchez-Burks, Jeffrey, Caroline Bartel and Sally Blount. 2009. Performance in intercultural interactions at work: Cross-cultural differences in response to behavioral mirroring. Journal of Applied Psychology.(94): 216-223.
Blount, Sally and Sophie Leroy. 2007. Individual temporality in work organizations: How individuals perceive and value time at work. Research in the Sociology of Work – Work Place Temporalities.(17): 147-177.
Blount, Sally. 2004. Time in groups: An introduction. Research on Managing Groups and Team.(6): 1-7.
Chen, Ya-Ru, Sally Blount and Jeffrey Sanchez-Burks. 2004. The role of status differentials in group synchronization. Research on Managing Groups and Team.(6): 111-133.
Jost, John, Sally Blount, Jeffrey Pfeffer and György Hunyady. 2003. Fair market ideology: Its cognitive-motivational underpinnings. Research in Organizational Behavior.(25): 53-91.
Blount, Sally and Tanya Menon. 2003. The messenger bias: A relational model of knowledge valuation. Research in Organizational Behavior.(25): 137-186.
Blount, Sally and Gregory Janicik. 2002. Getting and staying in-pace: The in-synch preference and its implications for work groups. Research on Managing Groups and Teams.(4): 235-66.
Blount, Sally and Gregory Janicik. 2001. When plans change: Examining how people evaluate timing changes in work organizations. Academy of Management Review.(26): 566-585.
Blount, Sally. 2000. Whoever said that markets were fair?. Negotiation Journal.(16): 237-252.
Janicik, Gregory and Sally Blount. 2000. The ‘delay-of-game’ effect: The self-imposed costs of impatient responses to negotiation slowdowns. Academy of Management Best Paper Proceedings.
Blount, Sally and Richard Larrick. 2000. Framing the game: Examining frame choice in bargaining. Organizational Behavior and Human Decision Processes.(81): 43-71.
Hsee, Christopher, George F. Loewenstein, Sally Blount and Max Bazerman. 1999. Preference reversals between joint and separate evaluations of options: A review and theoretical analysis. Psychological Bulletin.(125): 576-590.
Bazerman, Max, Don Moore, Ann Tenbrunsel, Kim Wade-Benzoni and Sally Blount. 1999. Explaining joint versus separate preference reversals. Journal of Economic Behavior and Organization.(39): 41-58.
Larrick, Richard and Sally Blount. 1997. The claiming effect: Why players are more generous in social dilemmas than ultimatum games. Journal of Personality and Social Psychology.(72): 810-825.
Blount, Sally and Max Bazerman. 1996. The inconsistent evaluation of absolute versus comparative payoffs in labor supply and bargaining. Journal of Economic Behavior and Organization.(30): 227-240.
Blount, Sally, Melissa C. Thomas-Hunt and Margaret Neale. 1996. The price is right - or is it? A reference point model of dyadic price negotiations. Organizational Behavior and Human Decision Processes.(68): 1-12.
Blount, Sally. 1995. When social outcomes aren't fair: The effect of causal attributions on preferences. Organizational Behavior and Human Decision Processes.(63): 131-144.
Blount, Sally, Max Bazerman and Margaret Neale. 1995. Alternative models of negotiated outcomes and the nontraditional utility concerns that limit their predictability. Research on Negotiation in Organizations.(5): 95-116.
Bazerman, Max, Sally Blount and George F. Loewenstein. 1995. Perceptions of fairness in interpersonal and individual choice situations. Current Directions in Psychological Science.(4): 39-43.
Blount, Sally. 1994. Testing an economic approach to resource dilemmas. Organizational Behavior and Human Decision Processes.(58): 428-456.
Blount, Sally and Margaret Neale. 1994. The role of negotiator aspirations and settlement expectancies on bargaining outcomes. Organizational Behavior and Human Decision Processes.(57): 303-317.
Blount, Sally, Kathleen Valley, Max Bazerman, Margaret Neale and Sharon Peck. 1994. Alternative models of price behavior in dyadic negotiations: Market prices, reservation prices, and negotiator aspirations. Organizational Behavior and Human Decision Processes.(57): 430-447.
Bazerman, Max, George F. Loewenstein and Sally Blount. 1992. Reversals of preference in allocation decisions: Judging an alternative versus choosing among alternatives. Administrative Science Quarterly.(37): 220-240.
Mannix, Elizabeth and Sally Blount. 1992. The impact of distributive uncertainty on coalition formation in organizations. Organizational Behavior and Human Decision Processes.(51): 198-219.
Valley, Kathleen, Sally Blount and Dawn Iacobucci. 1992. The process of assisted negotiations: A network analysis. Group Decision and Negotiation.(2): 117-236.
Valley, Kathleen, Sally Blount, Margaret Neale and Max Bazerman. 1992. Agents as information brokers: The effects of information disclosure on negotiated outcomes. Organizational Behavior and Human Decision Processes.(51): 220-236.
Blount, Sally and Margaret Neale. 1991. Reservation prices, resistance points, and BATNAs: Determining the parameters of acceptable negotiated outcomes. Negotiation Journal.(7): 379-38.
Mulvey, John and Sally Blount. 1987. Computers in the government: Modeling and policy design. Public Productivity Review.(42): 35-43.
Mulvey, John and Sally Blount. 1985. Using large-scale mathematical programming to construct the U.S. Statistics of Income file. Applications of Management Science.(4): 195-206.
Book Chapters
Blount, Sally, Mary Waller and Sophie Leroy. 2005. "Coping with temporal uncertainty: When rigid, ambitious deadlines don’t make sense." In Organization at the Limit: NASA and the Columbia Disaster, 122-139.
Blount, Sally. 2005. "Temporal perspective." In Blackwell Encyclopedia of Management: Organizational Behavior, 394-395.
Larrick, Richard and Sally Blount. 1995. "Social context in tacit bargaining games: Consequences for perceptions of affinity and cooperation." In Negotiation as a Social Process, edited by R.M. Kramer and D.M. Messick, 268-284.
Blount, Sally. "International Study Shouldn’t be Elective." Insider Higher Ed, December 18, 2008.
Blount, Sally. "Grand Illusion: Contrary to Popular Belief, Free Markets Aren’t Really Fair." Stern Business, Fall 2002.
Blount, Sally. "No One Ever Said that Markets were Fair." GSB Chicago Magazine, Summer 1998.
Blount, Sally, Margaret Neale and Elizabeth Mannix. 2004. Research on Managing Groups and Teams in Organizations. Volume 6.

Print Teaching
Full-Time / Part-Time MBA
Leadership: Power, Politics, and Talk (MORS-942-B)
** This course requires a weekly discussion section in addition to the weekly lecture. Registration for a discussion section will happen separately (after bidding and registration). See below for more details. **

Building on MORS 430 (Leadership in Organizations), this 5-week course will explore four key senior leadership activities: establishing a power base (“power”); navigating the organizational dynamics of change (“politics”); honing your communications skills (“talk”); and building your leadership team. The first class will begin by building a framework that combines different leadership models and approaches to ground the course in an integrated perspective. The next three classes will each explore power, politics and talk in more depth. The course will conclude with a discussion of how this framework expands beyond the leader to incorporate his or her team.

For students interested in incorporating recent research on women in leadership, a supplementary reading list will be included for each week.
The ½ credit course will include 5 plenary sessions (2 hours/session) and 5 small-group discussion sections (1 hour/session). Each plenary session will combine lecture and guest speakers who will build on that week’s topic by sharing their own insights and experiences. Discussion groups will follow each plenary as forums for reacting and engaging in dialogue with a smaller group of classmates about lecture content, readings and speakers.

Discussion group information Registration for a required discussion section will take place following the bidding process for the plenary/lecture session of the course. While there are multiple discussion sections available (days/times noted below), we can not guarantee that you will get your first choice discussion section. Keep this in mind as you select other courses and ensure that you can accommodate more than one of the discussion sections available in your schedule. If you can not accommodate the discussion section to which you are assigned (based on your preferences), you will have to drop the course.

Discussion sections are capped at 15 students and will be led by either Professor Shana Carroll or Professor Diana Cordova.

Discussion Section Times
Options for FT students only:
M, 9-10 a.m.
M, 1:30-2:30 p.m.
F, 9-10 a.m.
F, 10:30-11:30 a.m.
Options for PT students only:
W, 5-6 pm (in Evanston, prior to plenary/lecture)
F, 7:30-8:30 a.m. (in Chicago at Wieboldt)

Additionally, please note that this course is open to students in both Kellogg’s full-time and part-time programs and seats in the course have been allocated to both. Depending on demand, we may ultimately reallocate seats between the two programs. Thus, as you consider bidding, be aware that the number of available seats for FT students may increase slightly.
Please direct questions to Prof. Shana Carroll or by phone at 847.467.2707.

Negotiations Fundamentals (MORS-960-C)
The purpose of this course is to study the process of how people reach agreement and to develop an analytical framework for reaching more effective agreements. The course is designed for participants to observe and learn experientially through the use of role-playing exercises. In-class discussions and lectures serve to supplement the exercises.

Executive MBA
Negotiation Strategies (MORSX-470-0)
Negotiation Strategies teaches the art and science of achieving objectives in interdependent relationships, both inside and outside the company. Students practice cross-cultural negotiation, dispute resolution, coalition formation and multiparty negotiations, extremely competitive negotiations, and negotiating via information technology.

Executive Education
Advanced Management Program: Intensive

A condensed and immersive professional development opportunity for senior executives responsible for creating markets and driving growth in today's fast-paced, interconnected economy. A holistic approach to assessing the organizational impact of one's leadership skills and style, all supported with executive coaching.

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Advanced Management Program: The Global Experience

Kellogg offers the same core leadership content for senior executives as our Advanced Management Program: Intensive in a modular format that includes an additional week of programming. This breakthrough course design provides an unparalleled experiential global week of learning in select markets around the world.

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