Trends,

Networks,
and Critical
Thinking in
the 21 st

Century
Mr. Samson F. Cometa Jr.
WELCOME TO
QUARTER 3

Understan
ding Local
Networks
Class
Rules
Objectives
1.Define strategic analysis and intuitive thinking
2.Explain strategic analysis and intuitive thinking
3.Attain facility in strategic analysis
4.Use intuitive thinking in dealing with varied activities
5.Differentiate key components in strategic analysis
and intuitive thinking
6.Examine how the map of social networks can be
used to introduce creative solutions to a particular
problem in a community using intuitive thinking
Read each statement carefully. Write TRUE if the statement is true and
FALSE if the statement is false.
1. Intuitive thinking is known as the flashing of insight.
2. Intuition, like rationality is one of the tools of knowledge.
3. Rational thinking is better than intuitive thinking.
4. Analytical mind usually exercises strategic thinking.
5. Intuitive thinking involves a more spontaneous, instinctive, and
unplanned process of solving a problem
6. Intuitive thinking does not necessarily require a careful planning in
advance.
7. Getting the right person to do a task is one of the key points of
strategic thinking.
8. Intuition and reason complement each other.
9. Analytical thinking is characterized as brain-centered, focused and
time-bound.
10. Analytical tools are not needed in intuitive thinking.
 Lesson 1.
Strategic Analysis
and Intuitive
Thinking
Reading 1: Strategic
Analysis and Intuitive
Thinking
Directions: Put a check (√ ) on each blank if the following is
true to you and X if not. Write your answers on a separate
sheet of paper.
______1. I think several times before I do something.
______2. I often assume and it usually works.
______3. When people relay information to me, I easily believe
it.
______4. I tend to believe what I read.
______5. I take responsibility to everything I hear and say.
______6. I verify and look for basis before concluding.
______7. I answer questions which I do not know.
______8. I randomly click “Like” in Facebook without any
reason.
______9. I ask questions why I need to do my assigned tasks.
______10. I just yield to whatever I am asked to do.
Everyday we make choices in our lives. Sometimes our
decisions are based on impulses that we need to face along
with the unfavorable consequences of our actions. We cannot
afford to commit the same mistakes at all times. This is why
there are institutions that create strategic analysis at least
intuitive thinking, if the latter makes sense. According to Urgel,
E. (2017),
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 the
understanding of an organization’s external and internal
environments. It also deals with the creation and better
utilization of resources in the pursuit of their objectives
and priorities. Such understanding is drawn from the
facts data, and instructions at hand.
Strategic analysis refers to a
system or method that requires
deliberate, abstract, and effortful
thinking that breaks down a
complex problem into parts.
The most common strategic analysis
model used in decision-making follows
five steps as illustrated in the diagram
below. (Arzadon, 2018)

1. Identify the problem

2. Analyze the problem
3. Generate a solution
4. Implement the solution
5. Reflect on the outcomes
Let’s Plan!

1. Identify
2. Analyze
3. Generate
4. Implement
5. Assess and reflect on the outcome
Strategic Analysis
Sample job interview questions
10

500

47
Good intuition results from long years of knowledge and
experience which enable you to comprehend how people
think, act, and react, perceive and interpret, and interact
with one another.
A critical mind or analytical mind usually
exercises strategic thinking. Samantha Howland
(2015) identified six elements of strategic thinking
designed to encourage strategic leadership
among today’s executives.

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. They should monitor the environment to foresee
significant changes in the industry to prepare them for
possible threats as well as opportunities. For instance, an
executive who keeps abreast with trends and engages in
trendspotting is more likely to be open to product changes
or to beef up the company’s product strength in anticipation
of trend. An example is when a garment executive spots a
consumer preference for plaid print, he or she gradually
reduces the production of apparels with floral design and
shifts to plaid print.
2. The ability to challenge involves raising
questions instead of merely accepting information
as it comes. The purpose of raising questions is to
trace the root causes of problems, to challenge
existing beliefs, and to find out biases and possible
manipulation of the situation. Probing and
investigation may also be employed.
3. The ability to interpret is shown by testing a
variety of hypotheses as well as comparing and
contrasting certain data prior to making decisions
on particular issues. The executive avoids
jumping into conclusions without sound basis.
4.The ability to decide enables to executive to
make a stand with courage and conviction
despite incomplete information at hand. The
executive combines speed and quality in doing
this for them to avoid indecision or “analysis
paralysis which prevent a leader from acting
fast, thereby missing chances of opportunities.
5. The ability to align enables the executive to
have different divergent viewpoints, opinions,
and agenda to attain common goals and to
pursue mutual interests. Open communication
and dialogue will help address the problem of
misalignment and build trust leading to
consensus and agreements.
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.
He or she shows willingness to immediately return
to the right course when going off tract. Failures
are considered lessons for success.
Strategic analysis is useful not only to an
organization but also to an individual such as
student like you. Your current situation in striving
to finish senior high school can be assessed by
the following:
(a)knowing your strengths such as your
competencies and values, weaknesses such as
negative attitude and needs to be filled,

(b)threats such as events and situations that

prevent you from focusing on your studies, and
other factors that can help you improve your
skills.
Individual Work:
Self Assessment:
a. Strengths , competencies, values, and weaknesses (Good or bad)
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
b. Threats:
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
Intuitive thinkers do certain things which
other do not. Carolyn Gregorie (2014),
senior writer of The Huffington Post
provided the 6 Things Highly Intuitive
People Do Differently. The following
activities are as follows:

1. Listening to an inner voice. They pay

attention to intuition and allow it to guide
them.
2. Taking time to be alone and to reflect. Spending
time in solitude is their way of engaging in deeper
thoughts and creative thinking. It is also called
“mindfulness” which means looking into one’s
current experience without making judgement.

3. Listening to their bodies. They tune in to their

bodies for gut feeling and physical sensation or
emotion associated with intuition.
4. Observing everything. They take note of the
occurrence of odd things and keep an eye on the
frequency of coincidences, unexpected
connections, and instantaneous decisions or
actions done.

5. Paying attention to their dreams .It refers to the

way of getting in touch with their “unconscious
thinking process” and of capturing information on
how to live their lives.
6. Connecting deeply with others and staying in a
positive mood. They can read a person’s mind
through his or her words, feelings, and actions.
Avoiding negative emotions helps boost their
intuitive judgement.
Analytical thinking applied in strategic analysis is
brain-centered and focused. It deals with one thing
and is concerned with time. It is linear and inclined
toward the abstract. It efficiently works in a condition
with sufficient time, relative stability, and established
criteria for analysis such as rules. It comes in handy
when an explanation is needed. The process can be
taught and learned in the classroom.
Intuitive thinking, on the other hand, possesses
characteristics which mostly run in contrast to analytical
thinking. It is heart-centered, unfocused, and is not time-
bound. It view many things simultaneously, is nonlinear,
and is inclined toward the concrete and the real. It
efficiently works in dynamic conditions, under time
pressure, and is instantaneous. It works well when the
observer has gained experience in a particular situation
and he is ready to act on hunches and feeling, especially
when an explanation is not needed.
According to Urgel, E (2017), Strategic analysis and
planning have five essential components. These
components are the following:

1.Committed people. The initial step in strategic planning

is getting the right people at the right time. They are
essential in effectively carrying out a strategy. These
people comprise the management staff, officers, and
stakeholders. They are also called engagers.
2. Long-term strategic objectives. The objectives are
poised to enhance the organizations performance.
There is need to identify the beneficiaries in the
operation who will receive the benefit from the gains
brought by improved efficiency in the operations
and delivery of services of the organization. The
people involved in setting the objectives are referred
to as aimers.
3.Strategic alternatives. The planning team should
be able derive options from brainstorming and
SWOT Analysis. These alternatives may be of
higher quality than the current strategy or may
enable the organization to respond with the ease,
speed, and effectiveness when changes occur in
the environment.
4. Evaluation and choice of strategies. The process of
formulating a strategy which involves evaluating and
picking out which strategies could facilitate the attainment
of long-term improvements. It should include all those
revealed by Strength, Weakness, Opportunities and
Threats (SWOT) analysis of the organization. From the
evaluation of alternative strategies, options which are
superior to the current approach may be found and change
for organization’s improvement can be undertaken. Those
who participate in searching for and selecting strategic
alternatives are called option generators.
5. Monitoring of strategy implementation. There should be a
plan for formal and regular reporting and other measures of
plan implementation. These will enable the organization to
know whether or not the plan is carried out properly and the
objectives are met. The monitoring system should provide
ample room for correction when improper implementation of
the strategies is observed and when objectives are not being
met. Strategizers are those who implement and monitor
strategy.
The components of intuitive thinking differ from those of
strategic analysis and planning. According to Amy Baylor
(1997), there are three components of intuition and
intuitive thinking: immediacy, sensing relationship, and
reason.

1. Immediacy. This refers to the timing in intuitive

thinking. The time involved in intuitive thinking is quick
where decisions, actions, and solutions come up fast
without planning or deliberation. Baylor quotes George
Mandler (1995), named it as “mind popping” when
thoughts, ideas, and solutions come to mind non-
deliberately.
2. Sensing Relationship. This refers to the
establishment or formulation of connections among
ideas. This is basic in intuition. The establishment
of connection is necessary, is associated with a
person’s knowledge

3. Reason. It deals with intuition which involves

certain type of reasoning.
The table below shows the differences between strategic
thinking and intuitive thinking based on Urgel, E. (2017)
Element Strategic Analysis Intuitive Thinking
Logic Logical mind needed Logical mind not needed
Reason Starts from an idea or Focuses on the idea or
concept and moves on to concept and its attributes
what can be associated
with
Center Brain-centered Heart-centered
Basis Hard facts, data, Hunch, instinct, gut feeling
instruction
Time Needs time to finish in one Spontaneous, quick,
or more sittings or finished at one time
sessions
Tools SWOT, PEST and other Experiences