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Strategic Analysis and Intuitive Thinking

Strategic analysis involves examining an organization's internal and external environment to formulate strategies to meet objectives. It relies on data about employee capabilities. Strategic thinking requires anticipating future situations, challenging assumptions, interpreting information, deciding despite uncertainty, learning from feedback, and aligning diverse views. Intuitive thinking is a more spontaneous process of problem-solving based on quick evaluation of situations and potential actions. Highly intuitive people listen to inner voices, reflect alone, observe deeply, and connect positively with others.

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Jerelyn Banggoc
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54 views8 pages

Strategic Analysis and Intuitive Thinking

Strategic analysis involves examining an organization's internal and external environment to formulate strategies to meet objectives. It relies on data about employee capabilities. Strategic thinking requires anticipating future situations, challenging assumptions, interpreting information, deciding despite uncertainty, learning from feedback, and aligning diverse views. Intuitive thinking is a more spontaneous process of problem-solving based on quick evaluation of situations and potential actions. Highly intuitive people listen to inner voices, reflect alone, observe deeply, and connect positively with others.

Uploaded by

Jerelyn Banggoc
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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STRATEGIC ANALYSIS

AND INTUITIVE
THINKING
STRATEGIC ANALYSIS
STRATEGIC ANALYSIS IS THE PROCESS OF EXAMINING THE
ORGANIZATION’S SURROUNDINGS AND RESOURCES TO BETTER
FORMULATE A STRATEGY TO MEET THE DESIRED OBJECTIVES
AND IMPROVED THE ORGANIZATION’S PERFORMANCE.
IT IS BASED ON DATA AND INFORMATION ABOUT THE
INTERNAL PROFILE OF ITS EMPLOYEES AND THEIR
CAPABILITIES AND WORK ATTITUDES.
A CRITICAL MIND OR ANALYTICAL MIND USUALLY
EXERCISES STRATEGIC THINKING
THE SIX KEY ELEMENTS ARE ABILITIES TO
ANTICIPATE, CHALLENGE, DECIDE, INTERPRET,
LEARN, AND ALIGN.
1. THE ABILITY TO ANTICIPATE ENABLES THE EXECUTIVES TO
NOT ONLY FOCUS ON THE CURRENT SITUATION BUT ALSO TO
LOOK AT THE FUTURE.
2.THE ABILITY TO CHALLENGE INVOLVES RAISING QUESTIONS
INSTEAD OF MERELY ACCEPTING INFORMATION AS IT COMES.
3. THE ABILITY TO INTERPRET IS SHOWN BY TESTING A VARIETY
OF HYPOTHESES AS WELL AS COMPARING AND CONTRASTING
CERTAIN DATA
4.THE ABILITY TO DECIDE ENABLES TO EXECUTIVE TO MAKE A
STAND WITH COURAGE AND CONVICTION DESPITE INCOMPLETE
THE SIX KEY ELEMENTS ARE ABILITIES TO
ANTICIPATE, CHALLENGE, DECIDE, INTERPRET,
LEARN, AND ALIGN.

5. THE ABILITY TO ALIGN ENABLES THE EXECUTIVE TO HAVE


DIFFERENT DIVERGENT VIEWPOINTS, OPINIONS, AND AGENDA
6. THE ABILITY TO LEARN IS DEMONSTRATED BY AN
EXECUTIVE WHO ACCEPTS FEEDBACK, CONSTRUCTIVE
CRITICISM, AND EVEN FAILURE WHICH ARE ALTOGETHER
VIEWED AS SOURCE OF CRITICAL AND VALUABLE INSIGHTS.
ACCORDING TO URGEL, E (2017), STRATEGIC
ANALYSIS AND PLANNING HAVE FIVE ESSENTIAL
COMPONENTS.
1.COMMITTED PEOPLE.
2. LONG-TERM STRATEGIC OBJECTIVES.
3.STRATEGIC ALTERNATIVES.
4. EVALUATION AND CHOICE OF
STRATEGIES.
5. MONITORING OF STRATEGY
INTUITIVE THINKING

• INTUITIVE THINKING INVOLVES A MORE


SPONTANEOUS, INSTINCTIVE, AND UNPLANNED
PROCESS OF SOLVING A PROBLEM. EVALUATION OF THE
SITUATION AND THE PERCEIVED ALTERNATIVE COURSE
OF ACTION ARE QUICK AND BOARD
THE HUFFINGTON POST PROVIDED THE
FOLLOWING THINGS HIGHLY INTUITIVE
PEOPLE DO DIFFERENTLY.
1. LISTENING TO AN INNER VOICE.
2. TAKING TIME TO BE ALONE AND TO REFLECT.
3. LISTENING TO THEIR BODIES.
4. OBSERVING EVERYTHING.
5. PAYING ATTENTION TO THEIR DREAMS
6. CONNECTING DEEPLY WITH OTHERS AND STAYING IN A
POSITIVE MOOD.
THE COMPONENTS OF INTUITION AND
INTUITIVE THINKING: IMMEDIACY

1. IMMEDIACY. THIS REFERS TO THE TIMING IN INTUITIVE


THINKING.
2. SENSING RELATIONSHIP. THIS REFERS TO THE
ESTABLISHMENT OR FORMULATION OF CONNECTIONS
AMONG IDEAS.
3. REASON. IT DEALS WITH INTUITION WHICH INVOLVES
CERTAIN TYPE OF REASONING.

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