MODULE 2 (WEEK3-4)

LOCAL NETWORK

INTRODUCTION

In the previous module you learned about a trend which is prevailing idea or movement
that snowballs and remains over a period of time. A trend affects the lives of many people that
follow it.

ln this module, you will be introduced to the concept of network. A network is parts
type of selection that links stains of people, events, or objects. This module discusses local
network, which refers to seed process internal to the individual person mind, mental faculty,
sous such as strategic analysis and intuitive thinking that an ultimately demonstrated in
decision-making.

The actions of as individual influence other people and their surroundings. It is similar to
a trend which starts from a trendsetter and is expressed through an action that gains the
support and following of other people. Connections, linkages, and relationships come to the
fore. The circles of relations and interconnections grow wider and more complex as you go from
one kind of network to another. The succeeding modules about global networks, planetary
networks as well as the similarities of neural network and social network will demonstrate this
development.

Lesson and Coverage

1. Local Network

WEEK3-4 LESSON COMPETENCIES(MELC) ACTIVITIES

September 7- LOCAL NETWORK 1.Explain strategic Activity 1. Recall
11,2020 analysis and intuitive
thinking.
 Define strategic Activity 2. Explain
analysis and
intuitive
thinking
 Differentiate
key
components in
strategic
September 14- analysis and Activity 3.I am
18,2020 intuitive
thinking
Activity 4.Think

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 MODULE MAP

STRATEGIC ANALYSIS

INTUITIVE THINKING

Expected Skills:

 Explain strategic analysis and intuitive thinking.

 Define strategic analysis and intuitive thinking.
 Differentiate key components in strategic analysis and intuitive thinking.
 Apply intuitive thinking in solving problems in the community using a map of social
network.

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 PRE-ASSESSMENT

I. Multiple Choice

Direction. Choose the letter of the odd item in each set. Write your answer in your answer
sheet.

1.Components of intuitive thinking

a. immediacy

b. foresight

c. sensing relationships

d. reason

2.Strategic thinking

a. interpret

b. innovate

c. align

d. anticipate

3. SWOT analysis

a. strengths

b. weakness

c. opportunities

d. technology

4. PEST analysis

a. political

b. economic

c. social

d. threats

5.Key components of intuitive thinking

a. immediacy

b. sensing relationships

c. reason

d.sociocultural

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EXPLORE

ACTIVITY 1.” Recall”

Learning Target: Explain strategic analysis and intuitive thinking.

1. Give a situation when you relied on your intuitive thinking?

2. Give a situation when you relied on strategic planning?

Strategic Analysis and Intuitive Thinking

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

Strategic analysis, for example, 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. Strategic analysis 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 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 evaluating necessary data for
formulating a 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 internal and
external environments.

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Strategic planning is usually discussed in meetings.

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 mind doing strategic analysis always raises these questions: "Does/Will this
make sense? Why or why not?" A preevaluation is sometimes made. A critical mind not only
welcomes new knowledge, experiences, and alternatives but also tests these against past
knowledge and experiences.

A critical or analytical mind usually exercises strategic thinking. Samantha Howland

(2013) identified six elements of strategic thinking designed to encourage strategic leadership
among today's executives, drawn from a study of more than 20 000 executives in more than
175 countries. The six key elements are abilities to anticipate, challenge, decide, interpret,
learn, 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

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to product changes or to beef up the company's product strength in anticipation of a 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 shins 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 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.

Strategic Analysis Is Useful Not Only To An Organization but also to an individual such
as a student like you. Your current situation striving to finish senior high school can be assessed
by knowing your strengths such as your competencies and values, weaknesses such as negative
attitudes and needs to be filled, threats such as events and situations that can help you
improve your studies, and other factors that can help you improve your skills. Are you failing or
getting poor grades? What good habits can you develop to address this problem? Whom can
you approach to help you improve your grades? Strategic analysis is a means to turn your
weaknesses into strengths and to take advantage of situations and other factors that will boost
your strengths as a student. It will guide you in staying on course toward finishing senior high
school.

The honing and nurturing of a critical mind or strategic thinking must start at an early
age. Students like you should be provided with opportunities to develop this ability for self
improvement and for giving service to others (for example as an officer in the student council).
In such case, the student develops strategic thinking which is reflected in his or her abilities to
anticipate, decide, challenge, learn, align, and interpret.

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 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), a
senior writer of The Huffington Post, provided in her article "10 Things Highly Intuitive People
Do Differently" some activities that intuitive thinkers do. Presented here are six activities.

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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 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 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 dream. Its 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 peruw mind
through his or her words, feelings, and motion. Avoiding negative emotions help boost their
intuitive judgment.

Analytical thinking applied in strategic analysis is brain-centered and focused. It deal

with one thing at a time 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 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 is ready to act on hunches and feeling, especially when an explanation
is not needed. It is learned through experience.

The limitations of intuitive thinking are shown in the face of complex tasks, in a situation
where the observer has inadequate experience, or if the observation is unreliable due to fixed
ideas and biases. The weakness of intuitive thinking lies in its tendency to cater to fixed attitude
which disregards new data for interpretation.

The combination of systematic, analytical abilities needed in strategic analysis, on one

hand, and the spontaneity characterizing intuitive thinking, on the other hand, is said to benefit
decision-making and management processes. In such cases, intuitive thinking is supported by
sufficient data, thorough analysis and deliberation, and experience.

Legal practitioner and mediator Charles B. Parselle (2005) believes that combining
analytical and intuitive abilities leads to holistic thinking abilities which are essential "to move
people out of a rights/obligation/win-lose mindset into a needs/interests/mutual gain mindset."
This means the concern for individualistic, legal, and predictable aspects is balanced by the
concern for cultural, flexible, and mutual or communitarian aspects.

For Francis Cholle (2011), an international business consultant, "we need both instinct
and reason to make the best possible decisions for ourselves, our businesses, and our families."
Intuition plays a good part at it as it is "bridging the gap between the conscious and
nonconscious parts of our mind, and also between instinct and reason."

While intuitive thinking is historically old and has been in use since the beginning of
time, analytical thinking to have been introduced by the Greeks, developed by the Romans and

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rediscovered during the Age of Enlightenment after its "disappearance" during the Dark Ages in
Europe.

Facility in Strategic Analysis

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Strategic analysis is commonly applied through a process called strategic planning.

Strategic planning may be divided into three phases.

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.

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.

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

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Firm Up

Activity 2. “Explain”

1. Which do you practice more often: strategic analysis or intuitive thinking? Explain your
answer.

Analytical Tools

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A variety of analytical tools can be employed in the conduct of strategic analysis, purpose of
analytical of an analytical tool is to sharpen the focus of the analysis and to ensure a methodical
and balanced approach. This means that the analysis will center only on the questions being
raised by the organization and will follow step-by-step, logical, and integrated procedures.

The tools are also used in making strategic decisions. Two of the most commonly use
analytical tools are the SWOT Analysis and the PEST Analysis. Another popular analytical tool is
the Value Chain Analysis, developed by Michael E. Porter, which is based on the principal that
organizations are created to produce value for their clients. Gine on jon can apple SWOT
Analysis

SWOT Analysis is applied particularly in phase I where situational scanning undertaken. The
internal and external factors which are favorable and unfavorable for th attainment of
objectives and priorities are identified. It focuses on the organization's strength and weaknesses
and the opportunities and threats it faces.

 Strengths - These are the internal attributes of the organization that can contribute to
the attainment of its objectives and priorities.
 Weaknesses -- These are the internal attributes of the organization attainment of its
objectives and priorities.
 Opportunities - These are external factors that can contribute to the attainment of i
objectives and priorities.
 Threats - There are external factors that can obstruct the attainment of the organization
objectives and priorities.

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 Take, for example, the case of Felix. He inherited his family's business of silkscreen T-
shirt printing. Being a young entrepreneur, Felix wanted to introduce digital T-shirt printing
through heat transfer. In the planning stage, he had to answer the following framework
questions:

1. Who are we and where are we now? (Phase I Identity and current situation)

2. Where do we want to be? (Phase I Mission and vision)

3. How will we get there? (Phase II Plans and programs)

4. How will we know how we are doing? (Phase III: Measurement)

The T-shirt printing business of Felix's family has been profitable for 20 years, as it
largely catered to customers within the area and in several adjacent towns. Felix wanted to
expand the operations of the shop and to bring their products to more customers, and possibly
to be a retailer of printed shirts itself in the past, their shop only took set orders from
customers, mainly from schools, sports clubs, and campaign related groups. Now, Felix is
planning to set up an apparel line based on customized designs to tap the market of young
customers and professionals. But before he could make plans and programs, he employed
SWOT Analysis to scan the situation of the shop.

Strengths: The strengths of the business included the equipment and manpower the shop
already has. Felix has contacts with various visual artists, mostly his friends, to help him with
the new designs that he wants. The shop has regular patrons who can be its customer base.

Weaknesses: To pursue the digital printing side of the business, the shop has to invest in
buying new equipment like computers, printers, and heat press machines.

Opportunities: The popularity of online shopping gives the shop a venue to market its services,
designs, and new apparel line to more customers. The shop can expand its silkscreen printing
services, which means it is not only limited to customers visiting the physical shop. It can take
orders from many parts of the country, provided that it sets up an easy cashless payment
scheme.

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Threats: This new venture is a huge risk in itself, as much as being a success. It is up to the
marketing arm to get a considerable number of new customers to keep the business running
smoothly. Additionally, there are many competitors offering the same services.

Felix has to think of ways to minimize, if not eradicate, the weaknesses and threats. He
needs to keep track of weekly and monthly reports to check if the new venture is working
together with the old silkscreen printing business. With the help of this analysis, Felix can plot
new goals, set out plans, gather resources, and arrange a time frame. In addition, he can
gather his resources to work on the expansion of the family business.

A gap assessment or gap analysis should be conducted to determine what has been
achieved so far by the present state of the business, and what else ought to be done in the
attainment of the new goals. The aim of gap assessment is to reduce or eliminate the gaps
between the target goal and the actual performance.

Gap assessment involves the following steps: (1) listing of the current attributes and
achievements, (2) listing of the desired activities and objectives, and (3) determining of the
steps and measures to undertake and the needs to be filled to bridge the gap between the
actual performance and the target goals within a specific time frame.

Personal SWOT Analysis can also be conducted by an individual. Such is applicable to

Senior High School graduate looking for a job or pursuing goal. Here is an example.

S
 What values and achievements are you proud of?
 Why do people praise orcommend you?
 What do you do better than others?
 What are the resources that you can access? • What are your special or unique skills
and talents?

W
 What negative study and work habits impede you?
 What skills and talents are you deficient in?
 What are the resources that you lack?
 What obstructive personal traits do you need to overcome?

O
 What job openings need to be filled?
 Who are your contacts to help or advise you?
 What are the situations that you can take advantage of?

T
 What could derail your interests and goals?
 How strong is the demand for the skills and specialties that you possess?
 What obstacles are you facing?

PEST Analysis surveys the bigger environment where the imitation operates the
political, economic, sociocultural, and technological factors in the environment affecting the
existence of the organization. For a business empire, PEST Analysis is undicht evaluate its

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standing in the market, whether it experiences growth o define and what direc the business is
heading to.

 Political factors include the rules, regulations, laws, and policies imposed by a
government which all affect the organization, Political factors also include political
stability and pe and order in the area where the organization operates,
 Economic factors cover purchasing power, capital outlay, interest rates, tariff inflation,
currency exchange rates, and employment-unemployment rates, among others.
 Sociocultural factors include people's preferences, needs, demographics, attitudes
toward using a product or service, and cultural backgrounds and diversity, among
others.
 Technological factors cover those related to technological innovation as well as their
positive and negative impacts on the organization. Technological factors also include
incentives for investments and pace of technological transformation.

Take the case of a newspaper publishing company.

P- The newspaper company advocates truth, justice, and responsible journalism Since
democracy is valued in the country, the newspaper is generally free to report even the corrupt
practices of government officials.

E- The newspaper company experiences higher production cost due to inflation. Competition
with other newspapers, still is healthy.

S- Readers seem to allot less time in reading the articles, They have been exposed to visual
culture, meaning they prefer information presented more visually.

T- Smartphones and connectivity allow people to access news content anywhere, anytime
without buying a printed newspaper.

The newspaper company has been exceptional in its coverage of events and special
reports, and is considered as one of the most respected and trusted newspapers in the country,
It has to increase the price of the newspaper, only slightly higher than its competitors due to
higher production costs. Considering the new reading habits of its readers, the newspaper did a
layout redesign, putting more pictures on the front page and less text, and using new
typefaces. Unfortunately, print circulation slightly decreased as more people prefer reading
online. The newspaper company then decided to synergize its platforms to produce unified
content for print, online, and mobile readers.

The PEST factors can be classified as opportunities or threats in SWOT Analysis. For a
better understanding of a situation, it is recommended to accomplish the PEST Analysis first
before conducting the SWOT Analysis.

Another popular analytical tool, especially among business firms, is the Value Chain
Analysis (VCA). It promotes the idea that an organization exists to produce value to its clients;
that the organization's reason for being is creating something of worth to its customers. The
VCA is concerned with understanding how the organization's sets of activities produce added
value and satisfy clients. Each activity that adds value serves as a source of competitive
advantage, which is being able to maintain performance superiority over rivals. The competitive
advantage may be in terms of product, cost, niche, or sustainability. A company that offers
products or services that, for example, have lower cost, better quality, unique features, or
outperforming attributes is usually preferred by customers over the rival companies. This is how
brand loyalty or sustained patronage is developed.

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Conducting a VCA involves the following steps.

1. Categorize the operations of the organization into primary activities and support activities.

Primary activities are those involved in the production, marketing, sale, and delivery of
a product. Tasks that facilitate primary activities comprise the support activities such as
promotion, advertising, customer service, and other post-sales activities (repair and
maintenance, for instance). Usually, the procurement office buys the materials for the products
to be manufactured; the quality control office makes sure that the products are made according
to specifications; and the packaging section takes care of the preparation of the products
before delivery to outlets and clients to ensure that the items are in good condition. The
company fleet, including the drivers, has a particular role too, without which the company
operation will not be successful.

2. Provide budgetary allocation for each activity.

Cost information allows the manager to assess the internal capabilities and strengths of
the company. If the company can afford to produce high-end products and still remain
profitable, its stability is guaranteed. A manager who lacks knowledge of the declining financial
standing of the company may propose a project that will involve quite an amount such as
buying new air-conditioning units, refrigerators, and custom-made chairs for the officials.
Instead of cost-cutting measures, the manager goes on a spending spree which will eventually
leave the company in a financial crisis.

3. Determine which activities are vital to customer satisfaction and the success of the market.

Perceived as important to market success are the company's mission, which affects the
choice of activities to undertake; the nature of the industry to where the company belongs
(educational, banking, industrial, medical, etc.); and the value system of the company which
covers, among others, the value chain and partners in supplying products for the customers.

The VCA is a technique for evaluating the company's sources of competitive advantage.
The results of the VCA are utilized as basis for planning the client's trajectory in the near and
far future.

Strategic planning, therefore, is concerned with making the organization function well in
its field, and in maximizing its resources in the pursuit of its objectives. It is concerned with
reducing, if not eliminating, the perceived weaknesses and obstacles while boosting identified
strengths and opportunities. For those in the business sector, strategic planning is positioning
the business in the market effectively. This can be facilitated by conducting a thorough analysis
of the business and the market.

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DEEPEN

Activity 3. “ I am”

1. If you were a manager, how can you help your company maintain its competitive edge?

Keep in mind that a thorough analysis of both the organization and its clients is
essential. To reiterate, strategic planning can be utilized for renewing your organization, leading
to the enhancement of the organization in the next years. Remember the summary of
procedures using the acronym SPADE:

S- Start by organizing to plan and to engage commitment of affected parties.

P- Purpose, objectives, targets to guide everyone involved.

A-Analyze the organization's strengths, weaknesses, opportunities, and threats and lay down
options.

D- Decide and choose strategies from the options or alternatives.

E- Execute, evaluate, and monitor the strategies.

Using Intuitive Thinking in Situations

Once perceived as unscientific for not being backed up by hard facts, data, and careful
planning, the body of literature and documentation on intuitive thinking as a process of
decision-making is now growing. Intuitive thinking can be applied in a variety of activities and
for different clientele.

Read the following situations.

1. Interpreting the meaning of one's body language or facial expression.

At a high school prom that Annie was attending, everybody was engrossed in
merriment. The boys and girls were dancing, laughing, eating, and making fun. Nobody,
except Annie, noticed that one girl was feeling so uncomfortable that she was almost crying.
She was actually the subject of jokes because of her attire Anime approached her held her
hand, and invited her to the dining table. The girl thanked Annie for swing her from further
humiliation

2. Saving lives in the battlefield.

Two soldiers, Phil and Justin, were fighting the rebels. They were buddies for a long
time at the camp and had fought together in the past. They did not leave each other no matter
what. This time, however, Phil felt that they were in extreme danger of losing the lives as the
fighting intensified in an unfamiliar terrain. Reinforcement was one to two hours away and the
situation was getting worse. Phil, following his intuition paket hus on a trench and he himself
ducked swiftly Bullets passed above them as they remained in their positions. Phil's intuitive
thinking saved them.

3. Coming up with a new or a more efficient way of doing things.

Mercy is a music library assistant. She was asked to sort out the piles of music that
have been in storage. Since she had only the whole day to do this task, she thought a way to
optimize her tíme. First, she made four groupings to which she would alphabe the music
sheets: A-F, G-M, N-S, and T-Z. For the first round of sorting, she put all music sheets starting

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with the letters A, B, C, D, E, and F under the A-F group, and so on, minding yet the correct
alphabetized order. Then she recorded the titles on the spreadsheet program including all
details such as composer, lyricist, and arranger. She use the alphabetizing function of the
spreadsheet to help her do the second round of sorting the music sheets. After this, she put
them in the music sheet cabinet and labeled each drawer accordingly. She accomplished the
task before the working day ended.

4. Hiring the head of the human resource department.

Jal was starting a small company, and he needed to hire a manager for the human
resource (HR) department. Jal shortlisted the applicants to two and later interviewed each one.
Cindy has a master's degree in sociology and Maxine has a master's degree in psychology.
Cindy had a two-year experience as assistant head of a personnel department while Maxine was
the head of the HR department in his previous company. Both applicants presented good
scholastic records and high performance evaluation ratings. But Jal could sense that Cindy was
better suited for the job given her pleasant disposition, humility, and positive outlook which
stood out during the interview. She also showed the capacity to look beyond the physical
appearance of a person and was not overly conscious of her position. When Jal gave a
hypothetical situation to both, only Cindy was willing to do the cleaning chores when necessity
arises, while Maxine answered in the negative. Because of her good attitude and work ethics
which supported Jal's hunch, Cindy got the job.

5. Choosing a song for a competition.

Nico was one of the finalists in a provincial singing competition. He chose "My Way” by
Frank Sinatra to be his final song. He practiced it daily and did vocal exercises to improve his
diction and deep breathing. A week before the event, his aunt brought her a recording of the
song "This Is the Moment" and insisted that he sing this song as his final song in the
competition. Without hesitation and using his gut feeling, Nico agreed. True enough, his
rendition of the song made him the new champion of the contest that year. There are other
situations where intuitive thinking is preferred in making decisions. You may hear stories like
not taking an attractive job because the work environment is not pleasing: choosing to hold
information that might hurt someone; or voting for a candidate which one senses to have the
disposition of being a good leader despite lacking credentials. These are examples of letting
intuitive thinking affect decision-making.

TRANSFER

Activity 4. “ Think”

1. As a leader, why should you keep an open positive attitude toward failures and criticism?

2.Is intuitive thinking involved when you decide to keep a story to yourself to avoid hurting
other people? Explain your answer.

Key Components of Strategy Analysis

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,

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2. Long-term strategic objectives. The objectives are poised to enhance the organization's
performance. There is a need to identify the beneficiaries (owners, shareholders, members)
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 to 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 ease, speed, and effectiveness when
changes occur in the environment.

For instance, a religious organization that wants to evangelize more and expand its membership
may look at other evangelization strategies such as program evangelization where the
presentation of doctrines is done systematically. It can also do mass evangelization (evangelistic
rally), entertainment evangelization (with dance, dramatic, or musical presentation), selective
evangelization (which targets particular groups such as company employees, military personnel,
students, or medical doctors), or individual evangelization (person to person).

4. Evaluation and choice of strategies. The process of formulating a strategy involves evaluating
and picking out which strategies could facilitate the attainment of long

term improvements. It should include all those revealed by the 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 the 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 the strategy. An organization can produce semiannual and annual
reports to monitor any improvements.

In the case of the religious organization given, reports should update on membership
expansion and the total number thinking and analytical thinking of new members as a result of
evangelization programs and activities.

These five components must be well-aligned with each other, with all focused on the
objective performance improvement. When effectively carried out, strategic planning will result
in the reduction of risks and the significant enhancement of an organization's performance.

Key Components of Intuitive Thinking

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. Decisions, actions, and solutions come up fast without planning or

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deliberation. Baylor quotes George Mandler (1995), labeling immediacy as "mind popping"
when thoughts, ideas, and solutions "come to mind non deliberately when one is engaged in
some other, usually irrelevant, train of thought."

2. Sensing relationship. This refers to the establishment or formulation of connections among

ideas. This is basic to intuition. The establishment of connections is associated with a person's
knowledge that implies his or her expertise.

Two mechanisms are applied in establishing connections and making conclusions, The
first mechanism is inductive reasoning which formulates connections and arrives at conclusions
from the parts to the whole or from particular to general. It infers generalized conclusions from
particular instances. When you have seen teenagers sleeping at daytime in the underpass,
poorly dressed women huddling and gossiping at high noon, or tattooed men playing cards in
the market, you would conclude that poor people are lazy. You start to associate laziness with
poverty based on these situations which you have observed separately.

The second mechanism is deductive reasoning which formulates connections starting

from general to particular or from the whole to the parts (the opposite of inductive reasoning).
If you already generalized that all mathematicians are killjoys, nerds, or intellectuals who are
poor in social interaction, then you look for specific proofs to back this up. Most probably you
will look for a mathematician who avoids going to parties, a mathematician who prefers to read
alone in the library, or a mathematician who rather enjoys solving algebraic and trigonometric
problems than playing basketball with peers.

3. Reason. Intuition involves a certain type of reasoning, Baylor quotes Nel Noddings and Paul
Shore (1984) stating that intuition and reason complement each other and it is impossible to
isolate the two discretely and meticulously."

In analytical reasoning, you start from a concept or idea, then move to things associated with
it. From the concept of a rose, you may think of a bridal bouquet, a vase to hold it, a wreath, a
hair ornament, or a flower garden. In intuitive thinking, you constantly focus on the concept
itself. So, when you see a rose, you think of its color, scent, petal texture, thorny stem, and
other characteristics. You think of its possible uses such as being a perfume because of its
sweet scent. In intuitive thinking, judgment happens quickly and spontaneously.

The table below shows some differences between strategic analysis and intuitive

thinking.

Using Intuitive Thinking in Social Networks

Each person is engaged in a variety of networks associated with his or her multiple roles
and interests in the community. These networks can be, among others, political, economic, and
sociocultural.

Your political networks are composed of relations with government officials, student
government, and community leaders, among others.

The economic networks you belong to cover the manufacturers, agents, and sellers of the
goods you consume such as those in stores, groceries, markets, and malls as well as money
lenders.

Your sociocultural or social networks are those belonging to your dance troupe, choir, reading
club, band, arts club, or theater company. Kinship ties, neighborhood associations, friendship
clubs, and veterans associations also belong to the social network wherein people constantly

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engage in close communication and interaction through visits, phone calls, text messages, and
activities of common interest.

/search?q=social+connection&sxsrf=ALeKk02SaIZ3YLXnpYfs1ObVkIS_av38Ow:1599115570866&tbm=isc

Each of us has connections. Together, these connections can be intertwined, making up

a larger social network of communities.

Social networks appear as clusters and support groups of people who share similar

interests, backgrounds, and real-life connections. They are avenues for meeting new friends,

reuniting with old and lost friends, exchanging gifts and favors, and developing cooperation.

Social networks are likewise used for analyzing formal and informal connections,
determining how organizations interact with one another, how leaders and constituencies relate
with each other, and how employees and executives work together. The community is home to
this web of interrelations and interconnections of people and institutions. Community refers to a
particular geographic location with people living under the same set of laws and recognizing
common leaders. Studies of community linkages deal usually with who was seen interacting
with whom.

Salient to the study of social networks is the sociological concept of social capital, which
is the value attached to social relations and the role that cooperation and trust play to attain
expected outcomes. People tend to relate with other people whom they like, trust, and share
common interests with.

Social capital is the value you can derive from your social connections which are
characterized by trust, cooperation, doing things for each other, and other beneficial relations.
You can have access to or knowledge about certain information, people, and services due to

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social capital. Social capital enables people to work together, assist each other, and care for one
another due to the trust and confidence they have built between and among themselves.

To illustrate social capital, a student passed the college entrance exam in a prestigious
university but his slot was waitlisted, meaning he would only get a slot once a student applicant
dropped from enroling the degree. His mother visited the college dean who happened to be her
friend and former classmate. Because of the bond and trust existing between his mother and
the dean, the student was taken in

Another concept in the study of social ties is the center of influence. This is the person
to whom people gravitate around. This person who can give favors, can command and make
things happen. Examples of centers of influence are the mayor, judge, barangay captain, school
principal, and university president, among others. His or her influence transcends the
boundaries of social networks and thus reaches other kinds of networks. A center of influence
has many people and institutions attached to him or her, thereby creating a substantial
influence in the community At the community level, social capital is manifested when more and
more residents become involved in community projects (such as bayanihan activities,
gardening, beautification, livelihood, and feeding program) due to the good leadership exhibited
by the community officials. The community officials likewise provide avenues such as monthly
assemblies, festivities, and gatherings for the residents to know one another better and develop
trust, cooperation, and reciprocity. It is easier for the residents to support each other and the
community officials by engaging themselves in community projects. A community that lacks
social capital is reflected by uncooperative and indifferent residents, who are suspicious of one
another and unresponsive to the call for community involvement.

The actions and behaviors of people are influenced by the social networks they belong
to. Whom to vote for, where to spend vacation, what products to patronize, and which school
to enroll in are some of the actions and behaviors being preempted by family, friends, group
mates, or associations.

Take the case of a mayor's plan to put up a casino in the city. The casino assures a
huge tax revenue and job residents and the youth. A group of women took the lead for a
signature campaign to discourage the mayor from approving the building of the casino. The
initiative snowballed until several organizations joined the advocacy. Together the different
groups business groups, artists groups, parent-teachers' associations, youth associations, and
other social networks-staged protest rallies. The mayor was eventually convinced to ditch the
plan.

Social networks can be used opportunities for the community. However, many were as
avenues for transforming concerned about the negative effects of the casino on the people,
solving problems, or redirecting efforts.

Another case is the prevalence of vandalism perpetrated by youths. Vandals were often
apprehended by law enforcers but they would vandalize government buildings again when
released. A group of artists thought of giving free art lessons to the young vandals. This way,
they can channel their artistic talents to good use. The lessons could also help them develop
and refine their talents to earn a living. Thus, the artists asked several centers of influence to
support their cause: the mayor to provide a makeshift learning center; the chamber of
commerce president to give art supplies; and the art gallery owner to organize exhibits and sell
the artworks of the participants. Vandalism in the city slowly declined and the former vandals
became young artists who would do street art and murals on public walls and spaces around
the city legally. Their works reflected a higher appreciation of visual arts and also incorporated
social messages and themes.

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The distance of one person from all others whom he or she is interacting with is calculated by
knowing the path length. A short path length between interacting persons means they treat
each other closely and their closeness is in terms of emotions, rapport, friendship, and personal
exchanges. Nowadays, path length is made shorter by modern technology, especially with the
aid of communication technologies. Geographic or physical distance is no longer an obstacle for
nurturing close interrelations and interconnections among individuals, groups, associations, and
nations. A short path length paves the way for closer cooperative endeavor among people.
Those with long path lengths need to work on their relations to reduce the emotional distance
between them for collaboration and cooperation.

POST-ASSESSMENT

Answer the following inyour answer sheet.

I.Enumeration

1-6 Give 6 elements of strategic thinking according to Samantha Howland.

7-10 Give the meaning of SWOT analysis in analytical tool.

II. Essay

1.What are the possible advantages when you combine intuitive thinking and strategic thinking?

References:

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%3A1599117270918&ei=1pdQX-7KN9TW-Qaik7G

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3797ae43d4b8cc202edda172a9&sp=-1&pq=&sc=0-
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https://www.mindtools.com/pages/article/newTMC_05.htm

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SAMPLE FORMAT OF ANSWER/ACTIVITY SHEET

Name _________________________________ Grade Level and section __________________

Lesson No. ___ Activity No. ___Title of the Activity____________________________________

Date accomplished _________________Parent/Guardian’s Signature______________________

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