<?xml version="1.0" encoding="UTF-8"?><rss xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:atom="http://www.w3.org/2005/Atom" version="2.0"><channel><title><![CDATA[Intuitive Business]]></title><description><![CDATA[Intuitive Business]]></description><link>https://www.intuitivebusiness.co/blog</link><generator>RSS for Node</generator><lastBuildDate>Fri, 28 Aug 2026 13:05:15 GMT</lastBuildDate><atom:link href="https://www.intuitivebusiness.co/blog-feed.xml" rel="self" type="application/rss+xml"/><item><title><![CDATA[Perception before decisions]]></title><description><![CDATA[The quality of an outcome is limited by the perception available when a decision is made. Expanding the field of view can change the choices available before decisions become difficult to reverse.]]></description><link>https://www.intuitivebusiness.co/post/perception-before-decisions</link><guid isPermaLink="false">6a90cd43b26be70df890f17e</guid><pubDate>Tue, 25 Aug 2026 14:00:00 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/ee52f3_31f9a373216e45f58de52013cb9c9c06~mv2.png/v1/fit/w_1000,h_1000,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Jennifer Mitchell</dc:creator></item><item><title><![CDATA[Trust deficit]]></title><description><![CDATA[When what we see doesn’t match what we are being told, what do we trust? A trust deficit may start much earlier, with uncertainty about perception itself.]]></description><link>https://www.intuitivebusiness.co/post/trust-deficit</link><guid isPermaLink="false">6a8fefb9190fae3a61b86589</guid><pubDate>Tue, 18 Aug 2026 14:00:00 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/ee52f3_8e126f238cc44d479d819a1af7481402~mv2.jpg/v1/fit/w_1000,h_608,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Jennifer Mitchell</dc:creator></item><item><title><![CDATA[The perception of leverage]]></title><description><![CDATA[Tariffs create immediate economic pressure, but repeated tariffs can have a longer-term effect that changes how countries, businesses and markets respond.
The leverage created by pressure can weaken over time as  systems learn how to absorb it.
How do leaders interpret it? As a problem to contain, or as a review of vulnerabilities, dependence and relationships?]]></description><link>https://www.intuitivebusiness.co/post/perception-of-leverage</link><guid isPermaLink="false">6a8fe618063c491e9e7e23f7</guid><pubDate>Tue, 11 Aug 2026 14:00:00 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/ee52f3_13994524fabb42b4b175067f81e4bdf9~mv2.webp/v1/fit/w_1000,h_608,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Jennifer Mitchell</dc:creator></item></channel></rss>