Republic of the Philippines

Department of Education
Region IX, Zamboanga Peninsula
SCHOOLS DIVISION OF ZAMBOANGA DEL NORTE
SIRAWAI NATIONAL HIGH SCHOOL-ANNEX (PIACAN)
Piacan, Sirawai, Zamboanga Del Norte

TRENDS, NETWORK, AND CRITICAL THINKING IN THE 21st CENTURY

GRADE 12 - HUMSS
FOURTH QUARTER – WEEK 3
Name: ________________________________ Grade level: __________________
Section: _______________________________ Date: _______________________

Learning Activity Sheets

WHAT I NEED TO KNOW
After going through this module, you are expected to:
1. Content Standard:
 The learner understands strategic analysis and intuitive thinking.
HUMSS_MCT12-Ic-e-2
• HUMSS_MCT12-Ic-e-1
• HUMSS_MCT12-Ic-e-5
2. Performance Standard:
 The learner draws a color-coded map of the networks of power relations (political,
economic, cultural, and kinship ties) within a particular community.
Specific Objectives:
 Define strategic analysis and intuitive thinking;
 Explain strategic analysis and intuitive thinking;
 Differentiate key components in strategic analysis and intuitive thinking; and
 Draw a color-coded map of the networks of power relations (political, economic,
cultural and kinship ties.

WHAT I KNOW
Pre-test
Direction: 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.
WHAT’S NEW

Reading 1: Strategic Analysis and Intuitive Thinking

Every day 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, for example, can be done by an organization to analyze its losing
performance. It is based on data and information about the internal profile of its employees and
their capabilities and work attitudes. It can be done by the organization to investigate the
external profile of its surrounding, opportunities, and possible rivals. Moreover, 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. In short, intuitive 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.
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. It is 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,
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 keep 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.

WHAT IS IT

Strategic Thinking

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. Strategizes are those who implement and monitor strategy.

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 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, and
3. Reason. It deals with intuition which involves certain type of reasoning.
 Understanding Local Networks

Our personal relations have structures. The systems of relations inside which every individual is inserted
which include family, companions, colleagues and technology enhances the varied networks regardless
of our location.

"Birds of the same feather flock together"  

Our relationships are networked. They might have said this in references to the way others would judge
us according to our friends or people who we interact every day. They are the type of people who
surround and share ourselves so it means we have similarities with our values and tradition so we have a
networked with them. 

"Networks are everywhere"

"Institutions and organizations significantly see the importance of radical connectedness with their
networks, partners, and alliances to compete and create value".  

Do you know what is the meaning of network? A Network is a group of people whom we interact daily
and it happens each time we take an interest in a school, get together, visit from our religious gathering,
chat with our neighbors and interface with companions on the web.
Networks are a 'set of nodes and the set of ties' (Brass, 1999:42) The things that are connected are
usually called nodes. A node might be a person, computer or even a hyperlinked text. The connection
between hubs are called associations and here and there are called edges. They are relations that bind
the tie or even make the ties suffer.

Networks are analyzed in terms of: (Kilduff and tsal, 2003, pp.30ff) 
 Density
 Hierarchy
 Multiplexity
 Interdependence
 Embeddedness

Analyzing networks in an organization or a community exposes us to the myriads of power relations,

connections, issues, and its problems. Making critical analysis of these networks of relationships enables
us to obtain a more complete picture of a social situation or phenomena. It provides a basis for solidarity
with our brothers and sisters since we, as a human family, are networked and interdependent. Our love
for our neighbor creates global dimensions in our interconnected world.

   1. Recall a recent service-learning activity where you had the opportunity to visit a partner community
of the school. 

   2. Draw a color-coded map of networks of power relations (political, economic, cultural and kinship
ties) within the community where they have their exposure using Buzan's iMindmap.

   3.  The central topic of the mind map is network. The main themes come next, radiating from the
central topic. The second level topics will form the branches of the mind map. These branches form a
connected nodal structure. Refer to the components of networks (density, hierarchy, multiplexity,
interdependence and embeddedness).

WHAT I HAVE LEARNED

Activity 1

Directions: PICTURE ANALYSIS. Write an essay on the picture that you think based from the
supplementary reading picture.

Answer:
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WHAT I CAN DO
Activity 2

A. Directions: What will you do if you confronted are with this situation below. Use your intuitive and
rational thinking in your explanation. Write them on the four boxes provided below.

B. Directions: Answer the following questions.

Activity 3

Processing Questions:
1. How do you find the activity?
2. Are your response-answers automatic or well-thought?
3. What realizations you have learned after the activity?
4. Does this activity affect or change your worldview in looking certain situation like this?

Activity 4

Directions: Draw a color-coded map of the networks of power relations (political, economic, cultural,
and kinship ties).

ASSESSMENT

Directions: Read each statement carefully. Write TRUE if the statement is true and FALSE if the
statement is false.

____1. Strategic analysis and intuitive thinking both use reason but in different ways.
____2. Strategic analysis works best only for bigger organizations like business institution.
____3. Intuitive thinking is not accepted in the scientific world.
____4. Rational reasoning is better than intuitive thinking.
____5. Critical tools are needed in instinctive thinking.
____6. Intuitive thinking is hunch-based and spontaneous.
____7. Intuition is something known as infused knowledge.
____8. Strategic analysis must be used always to ensure success in life.
____9. Individuals engaged in strategic analysis apply all cognitive processes in the orientation towards
attainment of success in future.
____10. Only the internal environment is important in strategic analysis
____11. The honing of a critical mind must start at an early age
____In a business organization, strategic analysis may mean understanding of its external and internal
settings.
____13. Analytical thinking views things simultaneously in a nonlinear way.
____14. Experience can be considered as a tool of intuitive thinking.
____15. SWOT and PEST are good examples of analytical tools.

Rubrics (Activity 1,2, and 3)

Prepared by:

RIO KRYSTAL R. MOLATE

Subject Teacher