The article discusses how internal psychological states or mindsets that are triggered by the social environment may influence the taking of advice. A decision maker's willingness to revise his or her judgment in response to input from others is examined. Drawing from research suggesting that power can reduce sensitivity to one's social environment, a hypothesis is presented that greater power will be associated with less advice taking, despite the advice being freely available and presented to the decision maker. The extent to which reduced advice taking will result in less accurate judgments is also assessed.
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