Loran Nordgren
Loran Nordgren

Associate Professor of Management & Organizations

Print Overview

Loran Nordgren is an Associate Professor of Management and Organizations at the Kellogg School of Management. His research considers the basic psychological processes that guide how we think and act. The overarching goal of his work is to advance psychological theory and to use theory-driven insights to develop decision strategies, structured interventions, and policy recommendations that improve decision-making and well-being. Professor Nordgren's research has been published in leading journals such as Science and has been widely discussed in prominent forums such as the New York Times, The Economist, and the Harvard Business Review. In recognition of his work, Professor Nordgren has received the Theoretical Innovation Award in experimental psychology.  A former Fulbright Scholar, he teaches MBA and executive level courses on the Science of Leadership. Professor Nordgren has received numerous teaching awards for excellence in the classroom.

Areas of Expertise
Behavioral Economics
Group Decision-Making
Intergroup Behavior

Print Vita
Academic Positions
Associate Professor, Management & Organizations, Kellogg School of Management, Northwestern University, 2012-present
Assistant Professor, Management & Organizations, Kellogg School of Management, Northwestern University, 2008-2012
Assistant Professor, Social Psychology, Free University, Amsterdam, 2007-2008

Print Research
Research Interests
Judgment and decision-making, emotion, self-control, and risk perception

, , ,  and . Forthcoming. The Music of Power: Perceptual and Behavioral Consequences of Powerful Music. Social and Personality Psychological Science.
,  and . 2013. Vividness of the Future Self Predicts Delinquency. Psychological Science. 24(6): 974-980.
, ,  and . 2013. Changing Places: A Dual Judgment Model of Empathy Gaps in Emotional Perspective Talking. In J.M. Olson & M. P. Zanna (Eds.), Advances in Experimental Social Psychology. 48
and . 2013. A Devil on Each Shoulder: When (and Why) Greater Cognitive Capacity Impairs Self-Control. Social Psychological and Personality Science. 4(2): 233-237.
and . 2011. The Push and Pull of Temptation: The Bidirectional Influence of Temptation on Self-Control. Psychological Science. 22: 1386-1391.
and . 2011. Introduction: Still Thinking Different. Social Cognition: Special Issue on Unconscious Thought. 29: 625-628.
, , , ,  and . 2011. A Meta-Analysis of Unconscious Thought Effects. Social Cognition: Special Issue on Unconscious Thought. 29: 738-762.
,  and . 2011. What Constitutes Torture? Psychological Impediments to an Objective Evaluation of Interrogation Tactics. Psychological Science. 22: 689-694.
,  and . 2011. Torture in the Eyes of the Beholder: The Psychological Difficulty of Defining Torture in Law and Policy. Vanderbilt Journal of Transnational Law. 44(1): 87-122.
,  and . 2011. The Best of Both Worlds: Integrating Conscious and Unconscious Thought Best Solves Complex Decisions. Journal of Experimental Social Psychology. 47: 509-511.
,  and . 2011. Empathy Gaps for Social Pain: Why People Underestimate the Pain of Social Suffering. Journal of Personality and Social Psychology. 100: 120-128.
and . 2011. The Scope-Severity Paradox: Why Doing More Harm is Judged to be Less Harmful. Social Psychological and Personality Science. 2: 97-102.
,  and . 2009. The Restraint Bias: How the Illusions of Restraint Promote Impulsive Behavior. Psychological Science. 20: 1523-1528.
and . 2009. The Devil is in the Deliberation: Thinking too Much Reduces Preference Consistency. Journal of Consumer Research. 36: 39-46.
, , ,  and . 2009. Ambivalence and Decisional conflict as a cause of Psychological Discomfort: Feeling tense before jumping off the fence. Journal of Experimental Social Psychology. 45(1): 167-173.
,  and . 2008. The instability of health cognitions: Visceral state influence self-efficacy and related health beliefs. Health Psychology. 27(6): 722-727.
,  and . 2008. The Relativity of bad decisions: Social Comparison as a means to alleviate regret. British Journal of Social Psychology. 47(1): 105-117.
,  and . 2007. Evaluating Eve: visceral states influence the evaluation of impulsive behavior. Journal of Personality and Social Psychology. 93(1): 75-84.
,  and . 2007. Unpacking Perceived control: the mediating role of anticipated regret. Journal of Behavioral Decision making. 20(5): 533-544.
,  and . 2006. Visceral Drives in Retrospect: Explanations about the Inaccessible Past. Psychological Science. 17(7): 636-640.
,  and . 2006. Ambivalence, discomfort, and motivated information processing. Journal of Experimental Social Psychology. 42(2): 252-258.
and . 2006. A Theory of Unconscious Thought. Perspectives on Psychological Science. 1(2): 95-109.
, ,  and . 2006. Complex Choices Better Made Unconsciously?. Science. 313: 760-761.
, ,  and . 2006. Making Choices Without Deliberation. Science. 312
, ,  and . 2006. On Making the Right Choice: The Deliberation-without-attention effect. Science. 311: 1005-1007.
Book Chapters
and . Forthcoming. "Beliefs about desire: an Empathy Gap perspective." In The Psychology of Desire, New York: Guliford Press.
and . 2014. The Psychology of Desire. New York: Guilford Press.

Print Teaching
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.

Executive Education
21st Century Management
Innovations in technology, business practices and employee expectations present great opportunities. But to maximize impact, leaders must ensure that their resources — human, technical and organizational — work in concert.

View Program