QUEZON MEMORIAL ACADEMY

Progreso St. Poblacion West Umingan, Pangasinan

Trends, Networks, and Critical Thinking in the

21st Century Culture
Week 3- Second Semester

I. Title: UNDERSTANDING LOCAL NETWORKS

II. Objectives:
After going through this module, students are expected to:
A. Define strategic analysis and intuitive thinking;
B. Explain strategic analysis and intuitive thinking;
C. Attain facility in strategic analysis; and
D. Use intuitive thinking in dealing with varied activities.

III. Anticipatory Guide:

In the previous module, you learned about a trend which is a prevailing idea or movement that snowballs
and remains over a period of time. A trend ultimately affects the lives of many people that follow it. In this
module, you will be introduced to the concept of network.

IV. Lesson Content:

UNDERSTANDING LOCAL NETWORKS

NETWORK – is a particular type of relation that links certain sets of people, events, or objects.
LOCAL NETWORK – refers to interconnected processes internal to the individual person’s mind, mental faculty, or thoughts
such as strategic analysis and intuitive thinking that are ultimately demonstrated in decision – making.

STRATEGIC ANALYSIS AND INTUITIVE THINKING

STRATEGIC ANALYSIS is the process of examining, using one’s rationality or reason, the organizations surroundings and
resources, and how they relate with each other to formulate a strategy to meet objectives and improve performance. It is the
understanding of an organization’s external and internal environments to create a strategy for better utilization of resources in the
pursuit of the organization’s objectives and priorities. Such understanding is drawn from facts, data, and instructions at hand.

EXAMPLE:
Strategic analysis can be done by an organization to analyze its losing performance based on data and information about
the internal profile of its employees and their capabilities and work attitudes. It can also be done by the organization to
investigate the external profile of its surroundings, opportunities, and possible rivals.

INTUITIVE THINKING is sensing or knowing without using rational processes such as reading facts and instructions.
According to the dictionary, INTUITION is “something that is known or understood without proof or evidence.” Simply put,
intuitive thinking is making choices and decisions according to one’s hunch and gut feeling without knowing the reason why.
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.

The conduct of strategic analysis involves identifying and evaluation necessary data for formulating strategy, description of the
organization’s internal and external environment, and identification and use of certain analytical tools or methods. Basically it
 involves reviewing the strengths, weaknesses, opportunities, and threats found in both the organization’s and external
environments.
In doing conducting strategic analysis, one must employ rationality and critical and logical thinking in arriving at certain
decisions. The strategy will be used to solve problems, utilize human and material resources, and attain objectives of the
organization in accordance with its mission and vision. MISSION refers to the organization’s main
task that it wants to perform, while VISION refers to what the organization foresees itself to be (for example, a school’s mission
is to provide world – class education for all its students, while its vision is to become a leader in academic excellence among
other schools).
A person who performs strategic analysis is usually systematic and analytical and takes time to arrive at decisions. A
manager, for example, simplifies a complicated problem by breaking it down into smaller components then solving them in a
logical and integrated way. The manager formulates a plan or strategy before plunging into action and gathers sufficient
information before making a decision.

A critical or analytical mind usually exercises strategic thinking. Samantha Howland (2013) identified six elements of
strategic thinking.
1. The ability to anticipate enables the executive 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.
EXAMPLE:
a. 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 a trend. 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 biases.
4. The ability to decide enables the executive to make a stand with courage and conviction despite incomplete information at
hand. The executive combines speed and quality in doing this, and avoids indecision or “analysis paralysis” which prevents 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 sources of critical and valuable insights. He or she shows willingness to immediately return to the right
course when going off track. Failures are considered lessons for success.

Intuitive thinking involve a more spontaneous, instinctive, and unplanned processes of solving a problem. Evaluation of
the situation and the perceived alternative course of action are quick and broad. Actions and decisions spring from hunches and
gut feeling based on unpremeditated ideas or experiences rather than from facts and hard data. Intuitive thinking tends to be
imaginative and more applicable in situations where facts are insufficient and previous related decisions are not readily
available.

Intuitive thinkers do certain things which others do not. Carolyn Gregorie (2014), provided in her article “10 Things
Highly Intuitive People Do Differently” some activities that intuitive thinkers do.
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 to in solitude is their wayof engaging in deeper thoughts and creative
thinking. It is also called “mindfulness” which is looking into one’s current experience without making judgment.
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 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 is their 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 judgment.
 FACILITY IN STRATEGIC ANALYSIS
 Strategic analysis is commonly applied through a process called strategic planning. It can be divided into three phases.
a. Phase I: Establishing the identity of the organization.
This covers the questions who or what the organization is, where it wants to be, and where it is now. It concerns the
organization’s core values, mission, and vision, objectives or strategic priorities, members and stakeholders, and partners and
competitors. Both the internal and external environments are taken into consideration.
b. Phase II: Developing and implementing an action plan or strategy to attain priorities.
This answers the question, “How will the organization get to where it wants to go?” It concerns the goals and outcomes,
structural and financial changes, and other initiatives of the organization.
c. Phase III: Evaluating how the organization manages its actions toward its priorities.
The question raised here is how well the organization knows its performance. This needs performance standards and
measurements or yardsticks such as monthly or annual reports.

V. Activity
1. How can you develop intuitive thinking?
2. What are the possible advantages when you combine intuitive thinking and strategic thinking?
3. Enumerate three differences between intuitive thinking and analytical or strategic thinking?

VI. ASSIGNMENT
What do SWOT mean? Explain.

Prepared by:

LORIELE P. LANTION

Subject Teacher