Victoria Medvec
Victoria Medvec

MANAGEMENT & ORGANIZATIONS
Adeline Barry Davee Professor of Management & Organizations
Executive Director of the Center for Executive Women

Print Overview

Victoria Medvec is the Adeline Barry Davee Professor of Management & Organizations and Executive Director of the Center for Executive Women. Professor Medvec joined the Kellogg School's faculty in 1995. Her research focuses on judgment and decision making, with a particular emphasis on how people feel about the decisions they have made. Her current research explores both independent decision making and interdependent decisions within the context of negotiations. Her work is published in academic journals such as Psychological Review, the Journal of Personality and Social Psychology, and Organization Behavior and Human Decision Processes. In addition, her research has been highlighted in numerous popular media outlets including the Wall Street Journal, the New York Times, the Washington Post, and the Today Show.

Professor Medvec teaches in many executive programs, both at the Kellogg School’s Allen Center and in numerous individual companies. Her consulting and teaching activities bring her in touch with executives from around the world. Her outside clients include General Electric, Merck, McKinsey, Hearst Communications, Exelon, Abbott Labs, Ernst and Young, Booz Allen and Hamilton, Everett Smith Group, Deloitte and Touche, Kaiser Permanente, Baker & McKenzie, Redi-Cut Foods, Guidant Corporation, ZS Associates, Motorola, Business Objects, PCA, United Healthcare, Exelon, Akzo Nobel, Foote Cone and Belding, Guaranty Bank, Scottish Power, Novartis, and Mattel.



Areas of Expertise
Communications
Corporate Governance
Diversity
Group Decision-Making
Group Dynamics
Leadership
Negotiations
Psychology
Teams
Women in Management
Print Vita
Education
PhD, 1995, Psychology, Cornell University
BA, 1986, Bucknell University

Academic Positions
Adeline Barry Davee Professor of Management and Organizations, Kellogg School of Management, Northwestern University, 2004-present
Adeline Barry Davee Associate Professor of Management and Organizations, Kellogg School of Management, Northwestern University, 2000-2004
Associate Professor, Kellogg School of Management, Northwestern University, 1998-2000
Assistant Professor, Kellogg School of Management, Northwestern University, 1995-1998
Lecturer, Johnson School, Cornell University, 1994-1995

Grants and Awards
Kellogg Alumni Professor of the Year Award, Kellogg School of Management, 2012
Chairs’ Core Course Teaching Award, Kellogg School of Management, 2010-2011, 2003-2004, 2000-2001
Sidney J. Levy Teaching Award, Kellogg Graduate School of Management, 2000-2001, 1999-2000, 1996-1997

Editorial Positions
Consulting Editor, Journal of Personality and Social Psychology
Consulting Editor, Psychological Science
Consulting Editor, OBHDP
Consulting Editor, Administrative Science Quarterly
Consulting Editor, Personality and Social Psychology Bulletin

 
Print Research
Research Interests
Judgment and decision-making with a particular emphasis on how people feel about the decisions they have made; research in both independent decision-making and interdependent decisions within the context of negotiations

Articles
Diermeier, DanielVictoria Medvec, Adam Galinsky and Roderick I. Swaab. 2012. The Communication Orientation Model: Explaining the Diverse Effects of Sight, Sound, and Synchronicity on Negotiation and Group Decision Making Outcomes. Personality and Social Psychology Review. 16(1): 25-53.
Swaab, Roderick I., Mary C. Kern, Daniel Diermeier and Victoria Medvec. 2009. Who Says What to Whom? The Impact of Communication Setting and Channel on Exclusion from Multiparty Negotiation Agreements. Social Cognition. 27(3): 385-401.
Tenbrunsel, Ann E., Kimberly A. Wade-Benzoni, Victoria MedvecLeigh Thompson and Max H. Bazerman. 2009. The reality and myth of sacred issues in ideologically-based negotiations. Negotiation and Conflict Management Research. 2(3): 263-284.
Swaab, Roderick I., Daniel Diermeier, Katherine W. Phillips and Victoria Medvec. 2008. The Pros and Cons of Dyadic Conversations in Small Groups: The Impact of Group Norms and Task Type. Small Group Research. 39(3): 372-390.
Diermeier, Daniel, Roderick I. Swaab, Victoria Medvec and Mary C. Kern. 2008. The Micro-Dynamics of Coalition Formation. Political Research Quarterly. 61(3): 484-501.
Wade-Benzoni, Kimberly A., Morela Hernandez, Victoria Medvec and David M Messick. 2008. In Fairness to Future Generations: The Role of Egocentrism, Uncertainty, Power, and Stewardship in Judgments of Intergenerational Allocations. Journal of Experimental Social Psychology. 44(2): 233-245.
Medvec, Victoria and Adam Galinsky. 2005. Putting More on the Table: How Making Multiple Offers can Increase the Final Value of the Deal. Negotiation.(4): 3-5.
Van Boven, Leaf, Thomas D. Gilovich and Victoria Medvec. 2003. The illusion of transparency in negotiations. Negotiation Journal. 19(2): 117.
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.
Galinsky, Adam, Victoria Medvec and Thomas Mussweiler. 2002. Disconnecting Outcomes and Evaluations: The Role of Negotiator Focus. Journal of Personality and Social Psychology. 83(5): 1131-1140.
Gilovich, Thomas D., Victoria Medvec and Kenneth Savitsky. 2000. Under the spotlight: Overestimating others' attention to our performance. Journal of Personality and Social Psychology. 78: 211-222.
Savitsky, Kenneth, Victoria Medvec, Ann E. Charlton and Thomas D. Gilovich. 1998. What Me Worry?: Arousal, Misattribution, and the Effect of Temporal Distance on Confidence. Personality and Social Psychology Bulletin. 24(5): 529-536.
Gilovich, Thomas D., Kenneth Savitsky and Victoria Medvec. 1998. The illusion of transparency: Biased assessments of others' ability to read our emotional states. Journal of Personality and Social Psychology. 75(2): 332-346.
Gilovich, Thomas D., Victoria Medvec and Daniel Kahneman. 1998. Varieties of regret: A debate and partial resolution. Psychological Review. 105(3): 602-605.
Medvec, Victoria and Kenneth Savitsky. 1997. When doing better means feeling worse: The effects of categorical cutoff points on counterfactual thinking and satisfaction. Journal of Personality and Social Psychology. 72(6): 1284-1296.
Savitsky, Kenneth, Victoria Medvec and Thomas D. Gilovich. 1997. Remembering and Regretting: The Zeigarnik Effect and the Cognitive Availability of Regrettable Actions and Inactions. Personality and Social Psychology Bulletin. 23(3): 248-257.
Russo, J. Edward, Victoria Medvec and Margaret G. Meloy. 1996. The distortion of information during decisions. Organizational Behavior and Human Decision Processes. 66(1): 102-110.
Gilovich, Thomas D. and Victoria Medvec. 1995. The experience of regret: What, where, when and why?. Psychological Review. 102(2): 379-395.
Gilovich, Thomas D., Victoria Medvec and Serena Chen. 1995. Commission, Omission and Dissonance Reduction: Coping with Regret in the “Monty Hall” Problem. Personality and Social Psychology Bulletin. 21(2): 182-190.
Hattiangadi, Nina, Victoria Medvec and Thomas D. Gilovich. 1995. Failing to Act: Regrets of Terman’s Geniuses. International Journal of Aging and Human Development. 40(3): 175-185.
Medvec, Victoria, Scott F. Madey and Thomas D. Gilovich. 1995. When less is more: Counterfactual thinking among Olympic medalists. Journal of Personality and Social Psychology. 69(4): 603-610.
Gilovich, Thomas D. and Victoria Medvec. 1994. The temporal pattern to the experience of regret. Journal of Personality and Social Psychology. 67(3): 357-365.
Gilovich, Thomas D., Margaret Kerr and Victoria Medvec. 1993. The effect of temporal perspective on subjective confidence. Journal of Personality and Social Psychology. 64(4): 552-560.
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
Leonardelli, Geoffrey, Jun Gu, Geordie McRuer, Adam Galinsky and Victoria Medvec. 2013. Multiple Equivalent Simultaneous Offers Produce a Competitive Advantage at the Bargaining Table.
Diermeier, DanielVictoria Medvec and Roderick I. Swaab. 2009. Out of Synch, Sound, and Sight: A Meta-Analysis of Communication Cues in Negotiations.
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.
Medvec, Victoria, Scott F. Madey and Thomas D. Gilovich. 2002. "When Less is More: Counterfactual Thinking Among Olympic Medalists." In Heuristics and Biases: The Psychology of intuitive judgment, edited by T. Gilovich, D.W. Griffin, and D. Kahneman, 625-632. New York, NY: Cambridge University Press.
Thompson, LeighVictoria Medvec, Vanessa Seiden and Shirli Kopelman. 2001. "Poker Face, Smiley Face, and Rant and Rave: Myths and Realities about Emotion in Negotiation." In Blackwell Handbook in Social Psychology: Group Processes, edited by Michael A. Hogg, Scott Tindale, vol. 3, 139-163. Cambridge, UK: Blackwell Publishing.
Gilovich, Thomas D. and Victoria Medvec. 1995. "Some Counterfactual Determinants of Satisfaction and Regret." In What Might Have Been: The Social Psychology of Counterfactual Thinking, edited by Neal J. Rose and James M. Olson, 259-283. Hillsdale, NJ: Erlbaum.
Cases
Medvec, Victoria and Kathleen McGinn. 1996. Adam Baxter Co./Local 190: 1985 Negotiation, Baxter Management Confidential Information. Harvard Business Review Collection, Case 396324.

 
Print Teaching
Teaching Interests
Negotiations, organization behavior
Full-Time / Part-Time MBA
Leadership in Organizations (MORS-430-0)

This course counts toward the following majors: Management & Organizations.

This course provides students with the social science tools needed to solve organizational problems and influence the actions of individuals, groups and organizations. It prepares managers to understand how to best organize and motivate the human capital of the firm, manage social networks and alliances, and execute strategic change. This is accomplished through knowledge of competitive decision making, reward system design, team building, strategic negotiation, political dynamics, corporate culture and strategic organizational design.

Negotiations (MORS-470-0)

This course counts toward the following majors: Entrepreneurship & Innovation, Management & Organizations.

This course is designed 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.

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.

Advanced Negotiations (MORSX-475-0)
Advanced Negotiations builds on the content and strategies presented in the core Negotiations course and expands students negotiating expertise. Specifically, the class highlights a number of traps experienced negotiators encounter and teaches students strategies to overcome these traps and maximize their success in complex negotiations. Traps such as negotiating the wrong issues, failing to effectively capitalize on power in the negotiation, getting pulled into issue by issue conversations, and incorrectly analyzing the context around the negotiation will be discussed.