LOCAL
NETWORKS
MODULE 2
Week 2-3
Objectives:
At the end of the lesson, the students
are able to:
• Explain strategic analysis and
intuitive thinking.
• Define strategic analysis and
intuitive thinking.
• Differentiate key components in
strategic analysis and intuitive
Objectives:
2. Apply strategic analysis;
3. Apply intuitive thinking in solving
a problem using a map of social
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 the individual person’s
minds, mental faculty, or thoughts
such as strategic analysis and
Strategic Analysis and
Intuitive Thinking
STRATEGIC ANALYSIS
• Is the process of examining using one’s rationality or
reason, the organization’s surroundings and
resources, and how they relate with each other to
formulate a strategy to meet objectives and improve
performance. Strategic analysis can also be done by
the organization to investigate the external profile of
its surroundings, opportunities, and rivals.
INTUITIVE THINKING
• Sensing or knowing without using rational processes
such as reading facts and instructions. Dictionary
defines Intuition as “something that is known or
understood without proof or evidence”. 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
In conducting strategic analysis, one must employ
rationality and critical and logical thinking in
arriving at certain decisions. The strategy to be
used to solve problems, use human and material
resources, and attain objectives of the
organization in accordance with its mission and
vision.
MISSION VISION
• refers to the • refers to what the
organization’s main organization’s
task that it wants to foresee itself to be.
perform.
• A person who performs strategic analysis is
usually systematic and analytical and takes
time to arrive at decisions.
• A critical mind doing strategic analysis
always raises these questions: “Does /Will this
makes sense? Why or Why not?
Samantha Howland (2013), identified Six (6)
elements of strategic thinking designed to
encourage strategic leadership . The six key
elements are abilities to anticipate, challenge,
decide, interpret, learn, and align.
SIX ELEMENTS OF
STRATEGIC THINKING
ABILITY TO ABILITY TO ABILITY TO
ANTICIPATE CHALLENGE INTERPRET
ABILITY TO ABILITY TO ABILITY TO
DECIDE ALIGN LEARN
• Strategic analysis is useful not only to an
organization but also to an individual such
as student like you. It is a means to turn
your weaknesses into strengths and take
advantage of situations and other factors
that will boost your strengths as a students.
• Intuitive thinking involve a more
spontaneous, instinctive, and unplanned
process of solving a problem. It tends to be
imaginative and more applicable in
situations where facts are insufficient and
previous related decisions are not readily
available.
THINGS HIGHLY INTUITIVE
PEOPLE DO DIFFERENTLY
by Carolyn Gregoire (2014)
Listening to Taking time to be
an inner voice alone and reflect
Listening to Observing Paying
their bodies everything attention to
their dreams
Connecting deeply
with others and staying
in a positive mood
• Charles B. Parselle (2005) believes that
combining analytical and intuitive abilities
leads to holistic thinking abilities, which are
essential “to move people out of
rights/obligation/win-lose mindset into a
needs/interests/mutual gain mindset”. Francis
Cholle (2011), an international business
consultant, “we need both instinct and reason
to make the best possible decisions for
Objectives:
At the end of the lesson, the students ae
able to:
• Explain strategic analysis and
intuitive thinking.
• Define strategic analysis and
intuitive thinking.
• Differentiate key components in
strategic analysis and intuitiive
Objectives:
2. Apply strategic analysis;
3. Apply intuitive thinking in solving
a problem using a map of social
networks.
LOCAL
NETWORKS
MODULE 2
Week 2-
3
Facility in Strategic
Analysis
Strategic analysis is commonly applied
through a process called strategic
planning. Strategic planning is a process
in which an organization’s leaders define
their vision for the future and identity their
organization’s goals and objectives. The
process includes establishing the
sequence in which those goals should be
realized so that the organization can
PHASES OF STRATEGIC
PLANNING
Establishing the identity of the organization or unit.
Developing and implementing an action plan or
strategy to attain priorities.
Evaluating how the organization
manages its actions toward its
priorities.
PHASE 1 PHASE 2 PHASE 3
This covers who or
This answers the The question raised
what the
question “How will the here is how well the
organization or unit
organization or unit get organization or units
is, where it wants to
to where it wants to go? knows its
be, and where it is
performance.
now.
Analytical Tools
Analytical tools can be employed in the conduct of
strategic analysis. The purpose of an analytical tools is
to sharpen the focus of the analysis and to ensure a
methodical and balanced approach. It also used in
making strategic decisions. Two of the most commonly
used analytical tools are the SWOT analysis and PEST
analysis. Another popular analytical tool is the value
chain analysis developed by Michael E. Porter.
SWOT analysis is applied
particularly in phase I, where
situational scanning is
undertaken. The internal and
external factors that are
favorable and unfavorable for
the attainment of objectives
Internal attributes of Positive Negative Internal attributes of
the organization that the organization that
Internal
can contribute to the can obstruct the
attainment of its attainment of its
objectives and objectives and
priorities. priorities
External
External factors of External factors of
the organization that the organization that
can contribute to the can contribute to the
attainment of its attainment of its
objectives and objectives and
priorities. priorities.
Gap Assessment
• It should be conducted to determine what has been
achieved so far by the present state of business, and what
else ought to be done in the attainment of the new goals.
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
PEST analysis surveys the bigger
environment where the organization
operates. It scans the political,
economic, social (or sociocultural),
and technological factors in the
environment that affect the existence
of the organization. In business
enterprise, it is conducted to evaluate
its standing in the market, whether it
experiences growth or decline and
POLITICAL FACTORS
It includes the rules,
regulations, laws, and policies
imposed by the government,
which all affect the
organization. It also includes
political stability and peace
and other in the area where
the organization operates.
ECONOMIC FACTORS
It covers purchasing power,
capital outlay, interest rates,
tariff rates, inflation, currency
exchange, and
employment-
unemployment rates,
among others.
SOCIOCULTURAL FACTORS
It includes people’s
preferences, needs,
demographics, attitudes
toward using a product
or service, cultural
background and
diversity.
TECHNOLOGICAL
FACTORS
It cover those related to the
technological innovation as
well as their positive and
negative impacts on the
organization. Technological
factors also include incentives
for investments and pace of
The PEST factors can be classified as
opportunities or threats in SWOT
analysis. It is recommended to
accomplish the PEST analysis first
before conducting the SWOT analysis.
VALUE CHAIN ANALYSIS
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
Diagram of VCA
Categorize the operations of
the organization into primary
01.
activities and support
activities.
Steps in
Provide the budgetary
Conducting 02 allocation for each activity.
Value Chain .
Analysis Determine which activities
are vital to customer
03
satisfaction and the
. success of the market.
Keep in mind that a thorough analysis of both the
organization and its clients is essential. To reiterate,
strategic planning can be used for renewing your
organization, leading to the enhancement of the
organization in the succeeding years. Remember the
summary of procedures using the acronym SPADE.
Start by organizing to plan and to engage
commitment of affected parties.
Purpose, objectives, and targets should be plotted
to guide everyone involved.
Analyze the organization's strengths, weaknesses,
opportunities, and threats, and lay down options.
Decide and choose strategies from the options or
alternatives.
Execute, evaluate, and monitor the strategies.
Objectives:
At the end of the lesson, the students ae
able to:
• Explain strategic analysis and
intuitive thinking.
• Define strategic analysis and
intuitive thinking.
• Differentiate key components in
strategic analysis and intuitiive
Objectives:
2. Apply strategic analysis;
3. Apply intuitive thinking in solving
a problem using a map of social
networks.
USING INTUTIVE 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
KEY CONCEPTS OF STRATEGIC
ANALYSIS
Strategic analysis and planning have five (5)
essential components. The components are the
following:
• Committed People- the initial step in strategic
planning is getting the right people at the right
time. They are also called engagers.
• Long term strategic objectives- the objectives
are poised to enhance the organization's
performance. T The people involved in setting
the objectives are referred to as aimers.
• 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.
• 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. Those who
• 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
KEY CONCEPTS OF INTUITIVE
THINKING
The components of intuitive thinking differ from those of
strategic analysis and planning.
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 deliberation. Baylor quotes
George Mandler (1995), labeling immediacy as "mind
popping" when thoughts, ideas, and solutions "come
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 applied are applied in establishing
connections and making conclusions.
Inductive Reasoning Deductive Reasoning
Formulates connections Formulates connections
and arrives at conclusions from the parts to general or
from parts to the whole or from the whole to the parts.
from particular to general.
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 intuitive thinking, you
constantly focus on the concept itself. In
intuitive thinking, judgment happens quickly
and spontaneously.
Objectives:
At the end of the lesson, the students ae
able to:
• Explain strategic analysis and
intuitive thinking.
• Define strategic analysis and
intuitive thinking.
• Differentiate key components in
strategic analysis and intuitiive
Objectives:
2. Apply strategic analysis;
3. Apply intuitive thinking in solving
a problem using a map of social
networks.
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.
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, eading club, band, arts club, or
theater company. Kinship ties,
neighborhood associations, riendship
clubs, and veterans associations also
belong to the social network wherein
people stantly engage in close
communication and interaction .
Social networks appear as clusters and
support groups of people who share similar
interests, backgrounds, and real-life
connections. Social networks are likewise used
for analyzing formal and informal connections,
determining how organizations interact with
one another. The community is home to this
web of interrelations and interconnections of
people and institutions.
COMMUNITY
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
Salient to the study of social networks is the
sociological concept of social capital. 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 social capital.
At the community level, social capital is manifested
when more and more residents become involved 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 that they
belong to.
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.
Geographic or physical distance is no longer an
obstacle for nurturing close interrelations and
interconnections among individuals, groups,
Those with long path lengths need to
work on their relations to reduce the
emotional distance between them for
collaboration and cooperation.
Objectives:
At the end of the lesson, the students ae
able to:
• Explain strategic analysis and
intuitive thinking.
• Define strategic analysis and
intuitive thinking.
• Differentiate key components in
strategic analysis and intuitiive
Objectives:
2. Apply strategic analysis;
3. Apply intuitive thinking in solving
a problem using a map of social
networks.
THANK YOU
-End of the module
