To examine whether powerful people fail to individuate the less powerful, the authors assigned participants to either a high-power or low-power role for a computer E-mail role play. In 3 studies, participants in the high-power role made decisions and determined the outcomes of interactions; low-power role players had no power and relied on high-power targets for outcome decisions. Studies I and 2 found that high-power perceivers better individuated low-power targets. Study 3 demonstrated that high-power role players' superior judgment can be impaired by including a task that directs their responsibility toward organizational rather than interpersonal concerns. In all, results suggest that the effect of power on social judgment may be more complex and multifaceted than has previously been acknowledged.