Sally Blount
Sally Blount

MANAGEMENT & ORGANIZATIONS
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. She is a proud alumna of Kellogg, where she received her Ph.D. in management and organizations in 1992.

Visit About Dean Blount for a full bio.

Print Vita
Education
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

Honors 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
Articles
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.
Other
Carroll, Shana and Sally Blount. "Overcome Resistance to Change with Two Conversations." Harvard Business Review.
Link
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.
Books
Blount, Sally, Margaret Neale and Elizabeth Mannix. 2004. Research on Managing Groups and Teams in Organizations. Volume 6.

 
Print Teaching
Full-Time / Evening & Weekend MBA
Leadership: Power, Politics and Talk (KACI-469-5)

**This course was formerly known as 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) but please plan accordingly using the information below

Fall 2016, 2nd 5 weeks
Plenary/Lecture: Tuesdays, 6:30 to 8:30 p.m. plus a required one-hour weekly discussion section

Discussion Section Options
Options for FT students only:

  • Thursdays, 11:00am-12:00pm (Prof. Shana Carroll)
  • Thursdays, 2:00pm-3:00pm (Prof. Bernie Banks)
  • Thursdays, 3:30pm-4:30pm (Prof. Bernie Banks)
  • Friday, 11:00am-12:00pm (Prof. Diana Cordova)
Options for PT students only:
  • Tuesdays, 5:15-6:15pm (Prof. Diana Cordova) Jacobs Center
  • Thursdays, 7:30am-8:30am (Prof. Shana Carroll) Wieboldt Hall

Building on MORS-430 (Leadership in Organizations), this 5-week course moves the focus from mid-level leadership to the senior executive level of the organization. The goal is to provide insight into leading at "height and scale" - that is, what management and leadership look and feel like when you oversee 1,000 to 100,000 people and $500M to billions in revenue. How do you lead when you are only one person and you can't "do" the work of the organization yourself, you can only steer those who do?

To make this perspective as concrete as possible, we will focus on four key behavioral levers/activities that leaders have available to them to shape and have impact within large, complex organizations.

Four Key Behavioral Levers/Activities:
- Establishing a power base ("power")
- Navigating the organizational dynamics of change ("politics")
- Honing and leveraging your communications skills ("talk")
- Building your senior leadership team

The 1/2 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 senior executive 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.

Executive Education
Advanced Management Program

For high-potential executives with enterprise-level responsibilities, this condensed, immersive experience — enhanced throughout with executive coaching — focuses on developing senior executive leadership agility, driving innovation, identifying growth opportunities and equipping your organization for the challenges and opportunities of the 21st-century.


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Advanced Management Program: The Global Experience

Designed for the the high-potential executive, Kellogg’s Advanced Management Program: The Global Experience provides an immersive journey into leadership agility, driving innovation and identifying growth opportunities. This modular format provides a weeklong, unparalleled intensive week in a global market.


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