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Groups are often tasked with making important organizational decisions. For example, CEO compensation judgments are made by groups of decision makers with no specialized compensation training who receive advice from a third party with a potential bias. This study seeks to understand the effects of this challenging context on decision making. We explore whether and how decision makers adjust their judgments, considering the potential for advisor bias. This is an essential issue in CEOdoi:10.1037/gdn0000011 fatcat:rrsd4puyo5e2dmfa24csl7xtte