Italian decision-makers trust their judgment — their experience, their reading of people, their sense of a situation — more than they trust formal analytical processes. Data and analysis matter, but they inform the person’s judgment rather than replacing it. Italians call this quality fiuto — the instinct for a situation developed through years of experience.
When an Italian decision-maker says “this doesn’t feel right,” they are drawing on a depth of pattern recognition that operates below the level of explicit analysis. If you need to influence a decision, presenting data alone will not be enough. You need to engage the decision-maker as a person — help them see the situation, understand the people involved, and form their own conviction. Their judgment, not your spreadsheet, will be decisive.
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