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Individuals working in groups often egocentrically believe they have contributed more of the total work than is logically possible. Actively considering others' contributions effectively reduces these egocentric assessments, but this research suggests that undoing egocentric biases in groups may have some unexpected costs. Four experiments demonstrate that members who contributed much are actually less satisfied and less interested in future collaborations after considering others'doi:10.1037/0022-35220.127.116.117 pmid:17059306 fatcat:iymodby3ive7dmwy5jtp4nphoi