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	<title>Human-Centered Change and Innovation</title>
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	<link>https://bradenkelley.com</link>
	<description>Keynote Speaker &#38; Futurist - Braden Kelley</description>
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		<title>20 Philosophical Questions to Wrap Your Head Around</title>
		<link>https://bradenkelley.com/2026/10/true-nature-of-reality/</link>
					<comments>https://bradenkelley.com/2026/10/true-nature-of-reality/#respond</comments>
		
		<dc:creator><![CDATA[Geoffrey Moore]]></dc:creator>
		<pubDate>Wed, 21 Oct 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Change]]></category>
		<category><![CDATA[Philosophy]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=102049</guid>

					<description><![CDATA[GUEST POST from Geoffrey Moore MSN published a piece with this title, and I am complete sucker for such things, mainly as a way to pressure test the views I express in The Infinite Staircase. I plan to answer as many of these questions as I can, one at a time, and invite you to [&#8230;]]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">102049</post-id>	</item>
		<item>
		<title>Three Audits Before You Finalize the 2027 Plan: Customer, Employee and Partner Experience</title>
		<link>https://bradenkelley.com/2026/10/experience-audits-2027-planning/</link>
					<comments>https://bradenkelley.com/2026/10/experience-audits-2027-planning/#respond</comments>
		
		<dc:creator><![CDATA[Braden Kelley]]></dc:creator>
		<pubDate>Tue, 20 Oct 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Customer Experience]]></category>
		<category><![CDATA[CX Audit]]></category>
		<category><![CDATA[employee audit]]></category>
		<category><![CDATA[partner audit]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=102088</guid>

					<description><![CDATA[by Braden Kelley and Art Inteligencia It&#8217;s October, which means somewhere in your organization a spreadsheet called something like &#8220;FY27 Investment Requests&#8221; is quietly filling up. Every department has a list. Every list has a champion. Every champion has a slide explaining why their item is the most important thing the company could possibly fund. [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/10/experience-audits-2027-planning/feed/</wfw:commentRss>
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		<post-id xmlns="com-wordpress:feed-additions:1">102088</post-id>	</item>
		<item>
		<title>Embrace the Genius of the Obvious</title>
		<link>https://bradenkelley.com/2026/10/genius-of-the-obvious/</link>
					<comments>https://bradenkelley.com/2026/10/genius-of-the-obvious/#respond</comments>
		
		<dc:creator><![CDATA[Greg Satell]]></dc:creator>
		<pubDate>Mon, 19 Oct 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Change]]></category>
		<category><![CDATA[genius]]></category>
		<category><![CDATA[obvious]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=102038</guid>

					<description><![CDATA[GUEST POST from Greg Satell I’m currently reading Bob Sutton and Huggy Rao’s new book, The Friction Project, which is really a breath of fresh air. I was particularly struck by one passage in the beginning in which they write, “Friction fixers pride themselves in being masters of the obvious. They are mighty skeptical of [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/10/genius-of-the-obvious/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">102038</post-id>	</item>
		<item>
		<title>Happy Brains Make Happy Doctors</title>
		<link>https://bradenkelley.com/2026/10/happy-brains-make-happy-doctors/</link>
					<comments>https://bradenkelley.com/2026/10/happy-brains-make-happy-doctors/#respond</comments>
		
		<dc:creator><![CDATA[Arlen Meyers]]></dc:creator>
		<pubDate>Sun, 18 Oct 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Healthcare]]></category>
		<category><![CDATA[doctors]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101982</guid>

					<description><![CDATA[GUEST POST from Arlen Meyers In this day and age, many doctors have fallen into a negative rut. They are filled with cynicism, negativity, complaining and self-defeating thoughts, many of which we see posted on social media sites like LinkedIn groups and Twitter feeds. One of your entrepreneurial habits should be to be positive. To [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/10/happy-brains-make-happy-doctors/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101982</post-id>	</item>
		<item>
		<title>The Software Renaissance</title>
		<link>https://bradenkelley.com/2026/10/the-software-renaissance/</link>
					<comments>https://bradenkelley.com/2026/10/the-software-renaissance/#respond</comments>
		
		<dc:creator><![CDATA[Art Inteligencia]]></dc:creator>
		<pubDate>Sat, 17 Oct 2026 18:08:28 +0000</pubDate>
				<category><![CDATA[Technology]]></category>
		<category><![CDATA[agile software development]]></category>
		<category><![CDATA[AI]]></category>
		<category><![CDATA[applications]]></category>
		<category><![CDATA[Artificial Intelligence]]></category>
		<category><![CDATA[deflation]]></category>
		<category><![CDATA[developers]]></category>
		<category><![CDATA[inflation]]></category>
		<category><![CDATA[jobs]]></category>
		<category><![CDATA[productivity]]></category>
		<category><![CDATA[software]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=102072</guid>

					<description><![CDATA[by Braden Kelley and Art Inteligencia For about two years now, I&#8217;ve been hearing the same prediction at conferences, in elevator pitches and at the occasional awkward dinner party: AI is going to write all the code, so the people who write code are finished. Usually the person saying it has the calm, slightly sad [&#8230;]]]></description>
		
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			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">102072</post-id>	</item>
		<item>
		<title>FutureCanvas&#x2122;: A Better Way to Run Your Next Strategy Offsite</title>
		<link>https://bradenkelley.com/2026/10/futurecanvas-strategy-offsite/</link>
					<comments>https://bradenkelley.com/2026/10/futurecanvas-strategy-offsite/#respond</comments>
		
		<dc:creator><![CDATA[Art Inteligencia]]></dc:creator>
		<pubDate>Sat, 17 Oct 2026 01:10:00 +0000</pubDate>
				<category><![CDATA[Futurology]]></category>
		<category><![CDATA[FutureHacking]]></category>
		<category><![CDATA[FutureCanvas™]]></category>
		<category><![CDATA[FutureHacking Signals Picker]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=102023</guid>

					<description><![CDATA[by Braden Kelley and Art Inteligencia I have a theory about strategy offsites. The best idea of the entire two days is usually spoken during the coffee break, by someone who then doesn&#8217;t repeat it in the room, because the room has already moved on to the next slide. That isn&#8217;t a people problem. It&#8217;s [&#8230;]]]></description>
		
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			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">102023</post-id>	</item>
		<item>
		<title>Innovation or Not? The Tesla Roadster with SpaceX Thrusters</title>
		<link>https://bradenkelley.com/2026/10/innovation-or-not-tesla-roadster/</link>
					<comments>https://bradenkelley.com/2026/10/innovation-or-not-tesla-roadster/#comments</comments>
		
		<dc:creator><![CDATA[Art Inteligencia]]></dc:creator>
		<pubDate>Fri, 16 Oct 2026 18:29:53 +0000</pubDate>
				<category><![CDATA[Innovation]]></category>
		<category><![CDATA[Technology]]></category>
		<category><![CDATA[Cars]]></category>
		<category><![CDATA[flying cars]]></category>
		<category><![CDATA[innovation or not]]></category>
		<category><![CDATA[SpaceX]]></category>
		<category><![CDATA[Tesla Motors]]></category>
		<category><![CDATA[Tesla Roadster]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=102030</guid>

					<description><![CDATA[by Braden Kelley and Art Inteligencia I have been writing about innovation long enough to have developed a reflex. When something dazzling shows up, I ask three questions: Is it new? Does it create value for somebody? And will anyone outside the launch event ever actually use it? Then, once in a while, something arrives [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/10/innovation-or-not-tesla-roadster/feed/</wfw:commentRss>
			<slash:comments>1</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">102030</post-id>	</item>
		<item>
		<title>Allocate Resources as if People and Planet Matter</title>
		<link>https://bradenkelley.com/2026/10/sustainable-business-resource-allocation/</link>
					<comments>https://bradenkelley.com/2026/10/sustainable-business-resource-allocation/#respond</comments>
		
		<dc:creator><![CDATA[Mike Shipulski]]></dc:creator>
		<pubDate>Fri, 16 Oct 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[allocate resources]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101931</guid>

					<description><![CDATA[GUEST POST from Mike Shipulski Business is about allocating resources to achieve business objectives. And for that, the best place to start is to define the business objectives. First – what is the timeframe of the business objectives? Well, there are three – short, medium and long. Short is about making payroll, shipping this month’s [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/10/sustainable-business-resource-allocation/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101931</post-id>	</item>
		<item>
		<title>Second Complaints Are the Most Expensive Ones</title>
		<link>https://bradenkelley.com/2026/10/second-complaints-most-expensive/</link>
					<comments>https://bradenkelley.com/2026/10/second-complaints-most-expensive/#comments</comments>
		
		<dc:creator><![CDATA[Shep Hyken]]></dc:creator>
		<pubDate>Thu, 15 Oct 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Customer Experience]]></category>
		<category><![CDATA[complaints]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101941</guid>

					<description><![CDATA[GUEST POST from Shep Hyken During our customer service workshops, we do an exercise we call the Moment of Misery&#x2122; Grid. The short version is that participants are asked to write down all the complaints they hear and how often they hear them. We then list them in order, with the most common complaints at [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/10/second-complaints-most-expensive/feed/</wfw:commentRss>
			<slash:comments>1</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101941</post-id>	</item>
		<item>
		<title>How Should CEOs Operate?</title>
		<link>https://bradenkelley.com/2026/10/founder-mode-vs-manager-mode-zone-management/</link>
					<comments>https://bradenkelley.com/2026/10/founder-mode-vs-manager-mode-zone-management/#comments</comments>
		
		<dc:creator><![CDATA[Geoffrey Moore]]></dc:creator>
		<pubDate>Wed, 14 Oct 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[CEOs]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101936</guid>

					<description><![CDATA[GUEST POST from Geoffrey Moore A post a little while ago of Dealbook with Andrew Ross Sorkin led off with a great topic: How hands-on should founders be in their companies? As Sorkin notes, In the framing of Brian Chesky, the Airbnb co-founder and C.E.O., and Paul Graham, the Y Combinator co-founder, it comes down [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/10/founder-mode-vs-manager-mode-zone-management/feed/</wfw:commentRss>
			<slash:comments>1</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101936</post-id>	</item>
		<item>
		<title>Cede or Seed: What&#8217;s Your Innovation Strategy?</title>
		<link>https://bradenkelley.com/2026/10/cede-or-seed-innovation-strategy/</link>
					<comments>https://bradenkelley.com/2026/10/cede-or-seed-innovation-strategy/#respond</comments>
		
		<dc:creator><![CDATA[Robyn Bolton]]></dc:creator>
		<pubDate>Tue, 13 Oct 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Innovation]]></category>
		<category><![CDATA[Design]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[Innovation Strategy]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=62134</guid>

					<description><![CDATA[To Cede, or to Seed, that is the question: Whether ‘tis nobler in the mind to suffer The slings and arrows of a down quarter or year, Or to take arms...]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/10/cede-or-seed-innovation-strategy/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">62134</post-id>	</item>
		<item>
		<title>Why the Incredible GE Turnaround Could be a Sign of the Times</title>
		<link>https://bradenkelley.com/2026/10/ge-turnaround-sign-of-the-times/</link>
					<comments>https://bradenkelley.com/2026/10/ge-turnaround-sign-of-the-times/#comments</comments>
		
		<dc:creator><![CDATA[Greg Satell]]></dc:creator>
		<pubDate>Mon, 12 Oct 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[GE]]></category>
		<category><![CDATA[Jack Welch]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101927</guid>

					<description><![CDATA[GUEST POST from Greg Satell When Jack Welch took the helm at General Electric in 1981, it marked the beginning of a new era. Corporations would no longer coddle workers, but would slash costs, close factories and focus on increasing shareholder value. By 1999 he had increased revenues from $26.8 billion to nearly $130 billion [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/10/ge-turnaround-sign-of-the-times/feed/</wfw:commentRss>
			<slash:comments>1</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101927</post-id>	</item>
		<item>
		<title>Goal-Setting That Actually Works</title>
		<link>https://bradenkelley.com/2026/10/leadership-goal-setting-that-works/</link>
					<comments>https://bradenkelley.com/2026/10/leadership-goal-setting-that-works/#respond</comments>
		
		<dc:creator><![CDATA[David Burkus]]></dc:creator>
		<pubDate>Sun, 11 Oct 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[goal-setting]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101920</guid>

					<description><![CDATA[GUEST POST from David Burkus Goal-setting is one of the most powerful tools a leader has. But most leaders don’t wield it nearly as well as they think. And if we’re honest, many treat it as just another item on the management checklist. You draft goals at the beginning of the year, plug them into [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/10/leadership-goal-setting-that-works/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101920</post-id>	</item>
		<item>
		<title>Getting Ready for Annual Planning Season? Start With Foresight, Not a Blank Template</title>
		<link>https://bradenkelley.com/2026/10/annual-planning-season-start-with-foresight/</link>
					<comments>https://bradenkelley.com/2026/10/annual-planning-season-start-with-foresight/#respond</comments>
		
		<dc:creator><![CDATA[Art Inteligencia]]></dc:creator>
		<pubDate>Sat, 10 Oct 2026 01:10:00 +0000</pubDate>
				<category><![CDATA[Futurology]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[annual planning]]></category>
		<category><![CDATA[foresight]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101915</guid>

					<description><![CDATA[by Braden Kelley and Art Inteligencia Somewhere in your organization, right about now, a calendar invite is going out. The subject line says something like &#8220;FY27 Strategic Planning Kickoff,&#8221; and attached to it is a template. The template has boxes. The boxes are empty. Everyone will spend the next several weeks filling them in. I [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/10/annual-planning-season-start-with-foresight/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101915</post-id>	</item>
		<item>
		<title>Uncertainty Barometer</title>
		<link>https://bradenkelley.com/2026/10/managing-novelty-uncertainty/</link>
					<comments>https://bradenkelley.com/2026/10/managing-novelty-uncertainty/#respond</comments>
		
		<dc:creator><![CDATA[Mike Shipulski]]></dc:creator>
		<pubDate>Fri, 09 Oct 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[uncertainty]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101851</guid>

					<description><![CDATA[GUEST POST from Mike Shipulski Novelty, or newness, can be a great way to assess the status of things. The level of novelty is a barometer for the level of uncertainty and unpredictability. If you haven’t done it before, it’s novel and you should expect the work to be uncertain and unpredictable. If you’ve done [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/10/managing-novelty-uncertainty/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101851</post-id>	</item>
		<item>
		<title>The Secret to Sweetwater&#8217;s Billion-Dollar Online Business</title>
		<link>https://bradenkelley.com/2026/10/sweetwater-customer-experience/</link>
					<comments>https://bradenkelley.com/2026/10/sweetwater-customer-experience/#respond</comments>
		
		<dc:creator><![CDATA[Shep Hyken]]></dc:creator>
		<pubDate>Thu, 08 Oct 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[marketing]]></category>
		<category><![CDATA[music]]></category>
		<category><![CDATA[sweetwater]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101856</guid>

					<description><![CDATA[GUEST POST from Shep Hyken Sweetwater is an online retailer specializing in selling whatever musicians need, from instruments to audio equipment and lighting. In 1979, Chuck Surack founded the company in Fort Wayne, Indiana. It started as a mobile recording studio and over time, evolved into a retail business selling musical instruments. In 1995, the [&#8230;]]]></description>
		
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			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101856</post-id>	</item>
		<item>
		<title>Mixed Reality Headsets Meet the Dead Zone</title>
		<link>https://bradenkelley.com/2026/10/mixed-reality-technology-adoption-dead-zone/</link>
					<comments>https://bradenkelley.com/2026/10/mixed-reality-technology-adoption-dead-zone/#respond</comments>
		
		<dc:creator><![CDATA[Geoffrey Moore]]></dc:creator>
		<pubDate>Wed, 07 Oct 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Design]]></category>
		<category><![CDATA[marketing]]></category>
		<category><![CDATA[Technology]]></category>
		<category><![CDATA[mixed reality]]></category>
		<category><![CDATA[virtual reality]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101839</guid>

					<description><![CDATA[GUEST POST from Geoffrey Moore My colleague and social media maven, Rich Stimbra, forwards me news items that might spark a blog post, like the following a couple of years ago: Meta has scuttled development of a high-end mixed-reality headset meant to compete with Apple&#8217;s Vision Pro starting in 2027, The Information reports, citing anonymous [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/10/mixed-reality-technology-adoption-dead-zone/feed/</wfw:commentRss>
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		<post-id xmlns="com-wordpress:feed-additions:1">101839</post-id>	</item>
		<item>
		<title>Compliance-Driven Customer Experience</title>
		<link>https://bradenkelley.com/2026/10/compliance-driven-customer-experience/</link>
					<comments>https://bradenkelley.com/2026/10/compliance-driven-customer-experience/#respond</comments>
		
		<dc:creator><![CDATA[Braden Kelley]]></dc:creator>
		<pubDate>Tue, 06 Oct 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Customer Experience]]></category>
		<category><![CDATA[Finance]]></category>
		<category><![CDATA[Healthcare]]></category>
		<category><![CDATA[compliance]]></category>
		<category><![CDATA[financial services]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101863</guid>

					<description><![CDATA[What Financial Services and Healthcare Teams Need to Know by Braden Kelley and Art Inteligencia In most industries, a bad customer experience (CX) costs you a customer. In financial services and healthcare, it can also cost you an exam finding, a complaint to a regulator, or a line item in an audit report that someone [&#8230;]]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">101863</post-id>	</item>
		<item>
		<title>Is Your pDoom Less Than Zero Yet?</title>
		<link>https://bradenkelley.com/2026/10/is-your-pdoom-less-than-zero/</link>
					<comments>https://bradenkelley.com/2026/10/is-your-pdoom-less-than-zero/#respond</comments>
		
		<dc:creator><![CDATA[Braden Kelley]]></dc:creator>
		<pubDate>Tue, 06 Oct 2026 01:13:37 +0000</pubDate>
				<category><![CDATA[Technology]]></category>
		<category><![CDATA[pDoom]]></category>
		<category><![CDATA[super intelligence]]></category>
		<category><![CDATA[superintelligence]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101873</guid>

					<description><![CDATA[by Braden Kelley and Art Inteligencia Every statistician who just read that headline winced. Probabilities don&#8217;t go below zero, and they&#8217;re right. Hold that wince for a moment, because it points at something the whole conversation about superintelligence keeps skipping. If you haven&#8217;t run into the term, pDoom is the probability you personally assign to [&#8230;]]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">101873</post-id>	</item>
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		<title>How True Believers Undermine Change</title>
		<link>https://bradenkelley.com/2026/10/how-true-believers-undermine-change/</link>
					<comments>https://bradenkelley.com/2026/10/how-true-believers-undermine-change/#respond</comments>
		
		<dc:creator><![CDATA[Greg Satell]]></dc:creator>
		<pubDate>Mon, 05 Oct 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Change]]></category>
		<category><![CDATA[undermine]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101832</guid>

					<description><![CDATA[GUEST POST from Greg Satell Journalist and Puck co-founder Tina Nguyen has been doing the rounds to promote her new book, The Maga Diaries, that chronicles her rise through, as well as her retreat from, the right-wing media ecosystem. What she describes is a carefully constructed culture that identifies, indoctrinates and then promotes ultra-conservative media [&#8230;]]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">101832</post-id>	</item>
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