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
PhD, 2007, Social Psychology, University of Amsterdam, With Distinction
BA, 2001, Psychology, St. Olaf College, Magna Cum Laude

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

Grants and Awards
Kellogg Impact, Award, a student initiated award that recognizes excellence in the classroom, Kellogg School of Management
Kellogg's Management and Organizations Core Teaching Award, Kellogg School of Management, 2011-2012
Kellogg's Impact Award (for teaching excellence), Kellogg School of Management, 2008, 2009, & 2013
Theoretical Innovation Award, Society for Personality and Social Psychology, 2007
De Finnetti Prize, European Association for Decision Making
Fulbright Scholarship, University of Amsterdam

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

Hsu, Dennis Y., Li Huang, Loran NordgrenDerek D Rucker and Adam D. Galinsky. 2015. The Music of Power: Perceptual and Behavioral Consequences of Powerful Music. Social and Personality Psychology Science. 6(1): 75-83.
van Gelder, Jean-Louis, Hal Hershfield and Loran Nordgren. 2013. Vividness of the Future Self Predicts Delinquency. Psychological Science. 24(6): 974-980.
Van Boven, Leaf, George F. Loewenstein, D. Dunning and Loran Nordgren. 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
Nordgren, Loran and Eileen Chou. 2013. A Devil on Each Shoulder: When (and Why) Greater Cognitive Capacity Impairs Self-Control. Social Psychological and Personality Science. 4(2): 233-237.
Nordgren, Loran and Eileen Chou. 2011. The Push and Pull of Temptation: The Bidirectional Influence of Temptation on Self-Control. Psychological Science. 22: 1386-1391.
Nordgren, Loran and A. Dijksterhuis. 2011. Introduction: Still Thinking Different. Social Cognition: Special Issue on Unconscious Thought. 29: 625-628.
Strick, M., A. Dijksterhuis, Maarten W Bos, A. Sjoerdma, Rick van Baaren and Loran Nordgren. 2011. A Meta-Analysis of Unconscious Thought Effects. Social Cognition: Special Issue on Unconscious Thought. 29: 738-762.
Nordgren, Loran, Mary Hunter McDonnell and George F. Loewenstein. 2011. What Constitutes Torture? Psychological Impediments to an Objective Evaluation of Interrogation Tactics. Psychological Science. 22: 689-694.
McDonnell, Mary Hunter, Loran Nordgren and George F. Loewenstein. 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.
Nordgren, Loran, Maarten W Bos and A. Dijksterhuis. 2011. The Best of Both Worlds: Integrating Conscious and Unconscious Thought Best Solves Complex Decisions. Journal of Experimental Social Psychology. 47: 509-511.
Nordgren, Loran, Kasia Banas and Geoff MacDonald. 2011. Empathy Gaps for Social Pain: Why People Underestimate the Pain of Social Suffering. Journal of Personality and Social Psychology. 100: 120-128.
Nordgren, Loran and Mary Hunter McDonnell. 2011. The Scope-Severity Paradox: Why Doing More Harm is Judged to be Less Harmful. Social Psychological and Personality Science. 2: 97-102.
Nordgren, Loran, Frenk van Harreveld and Joop van der Pligt. 2009. The Restraint Bias: How the Illusions of Restraint Promote Impulsive Behavior. Psychological Science. 20: 1523-1528.
Nordgren, Loran and Ap Dijksterhuis. 2009. The Devil is in the Deliberation: Thinking too Much Reduces Preference Consistency. Journal of Consumer Research. 36: 39-46.
van Harreveld, Frenk, Bastiaan T. Rutjens, Mark Rotteveel, Loran Nordgren and Joop van der Pligt. 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.
Nordgren, Loran, Joop van der Pligt and Frenk van Harreveld. 2008. The instability of health cognitions: Visceral state influence self-efficacy and related health beliefs. Health Psychology. 27(6): 722-727.
van Harreveld, Frenk, Joop van der Pligt and Loran Nordgren. 2008. The Relativity of bad decisions: Social Comparison as a means to alleviate regret. British Journal of Social Psychology. 47(1): 105-117.
Nordgren, Loran, Joop van der Pligt and Frenk van Harreveld. 2007. Evaluating Eve: visceral states influence the evaluation of impulsive behavior. Journal of Personality and Social Psychology. 93(1): 75-84.
Nordgren, Loran, Joop van der Pligt and Frenk van Harreveld. 2007. Unpacking Perceived control: the mediating role of anticipated regret. Journal of Behavioral Decision making. 20(5): 533-544.
Nordgren, Loran, Joop van der Pligt and Frenk van Harreveld. 2006. Visceral Drives in Retrospect: Explanations about the Inaccessible Past. Psychological Science. 17(7): 636-640.
Nordgren, Loran, Frenk van Harreveld and Joop van der Pligt. 2006. Ambivalence, discomfort, and motivated information processing. Journal of Experimental Social Psychology. 42(2): 252-258.
Dijksterhuis, Ap and Loran Nordgren. 2006. A Theory of Unconscious Thought. Perspectives on Psychological Science. 1(2): 95-109.
Dijksterhuis, Ap, Maarten W Bos, Loran Nordgren and Rick van Baaren. 2006. Complex Choices Better Made Unconsciously?. Science. 313: 760-761.
Dijksterhuis, Ap, Maarten W Bos, Loran Nordgren and Rick van Baaren. 2006. Making Choices Without Deliberation. Science. 312
Dijksterhuis, Ap, Maarten W Bos, Loran Nordgren and Rick van Baaren. 2006. On Making the Right Choice: The Deliberation-without-attention effect. Science. 311: 1005-1007.
Book Chapters
Nordgren, Loran and Rachell Ruttan. Forthcoming. "Beliefs about desire: an Empathy Gap perspective." In The Psychology of Desire, New York: Guliford Press.
Nordgren, Loran and Wilhem Hoffmann. 2014. The Psychology of Desire. New York: Guilford Press.

Print Teaching
Teaching Interests
Leadership, Decision-making, & Influence
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