WEEK 3

Relationships with Local Networks

Lesson Objectives:
1. Define what a local network is;
2. Identify the importance of a local network
3. To know the relationship between the local network and certain individual

INTRODUCTION
A network is often likened to a spider web. A spider produces its own silk threads and weaves them into a web to
protect its body and its eggs, also to trap its meal like insects and small animals, It is amazing how a spider
creates its web. The spider climbs up a tree and tosses a length of thread into the wind until the other end lands
and sticks to a branch. The spider carefully crawls along the first strand and attach additional threads until it
becomes strong enough to be the main base support of the whole web. The spider produces a looser strand that
sags downward. The spider proceeds to make a Y-shaped netting to form the frame. Radials are connected from
the center of the web to the corner. And finally. the spider lays out sticky threads in specific places. The spider
stays in the middle of its web, waiting for the radius threads to vibrate. The spider can tell if the vibration is due
to an insect or other things like a falling leaf. If it is a bug, it will make its way to the source of movement for its
meal. The spider can momentarily leave its web but it can still monitor movement via a connected signal thread.
The spider's web can be a representation of the nature of network of relationships that a person builds. The
network of relationships has its base support, a center and some strategic places. It also serves the needs and
purposes of the network holder.
One's network becomes useful in certain situations. Like when you are aspiring to be a barangay chairman, you
need to utilize your social connections in your network to secure enough votes. These connections extend from
family and kin, friends, former classmates and co-workers in the village. It can further expand to include the
friends of your friends. A network is made up of interacting groups of people. It has many layers. These layers of
interactions start from household to village (barangay), to national and global communities. The space can also
include the virtual world.

Shown in the diagram are the four levels of social system: households/family barangay/village, country, and
global networks. Local network subsumes social interaction within family and barangay. Although, the
illustration suggests that country and global networks are found outside local network, it is important to note
that national or global issues affect the community. However, it is important to note that the starting point of a
local network is the relationship between two individuals which is the fundamental support base of any society
(Eriksen, 2010). The goal of every individual participating is to enrich his or her web of relationships. Strong
relationship among people creates a sense of community. The community is further strengthened as it develops
its own norms and local knowledge to guide its decision-making.

HOUSEHOLDS
A dyadic relationship is the smallest unit of a social relationship. This commonly starts in the household which
usually consists of members of a nuclear or extended family (which is common in the Philippines). In an
extended family, a household is usually composed of two or more families that share the same roof. Others build
houses within a compound. Unmarried adults generally remain in their parents' home and contribute to the
family budget. Extended family members and relatives (i.e. grandparents, aunts, uncles, cousins and
grandchildren) may also live in the same house and play important roles. The elders are usually cared for at
home with younger family members assuming care giving roles.

BARANGAY
A local network is made up of interdependent household relationships within a village known as the barangay. In
the Philippines, a barangay is a Filipino native term for a village formerly known as barrio. It is the smallest
administrative unit in the Philippines. Each barangay is comprised of groups of households or neighborhoods
that is considered a building block of society outside the family. Basically, no household within a barangay is
completely self-sufficient. Households come together
for economic, religious, social, and political activities In a barangay, you can usually find an elementary school,
stores, health center, and a barangay office. In the urban areas, there are more commercial establishments and
market places, banks, cinemas, churches, private schools, and hospitals. As a political unit, the barangay council
exerts political authority over problems involving barangay members. The interdependence of community life
within the barangay implies that many political, social, cultural, and religious issues can be solved within the
household or barangay or barangay, usually involving communal response.

BEYOND THE LOCAL NETWORK

It is easier to mobilize a whole village than a whole municipality or city because the networks within a local unit
is denser than the latter. This means that in small communities, relationships are tighter-people speak common
language, share the same cultural norms, and demonstrate collective understanding of physical environment
and natural resources. Thus, to deepen our understanding and response to a social issue, one needs to understand
the resources and opportunities within a local network which can inform and support our collective decision and
action. Resources can be knowledge, skills, and expertise within the community. Constraints are to be
determined in order to identify the limits and practicality of response to the problem. Although the focus of the
discussion is the local network, this chapter argues that members of a household and village which comprise a
local network are affected by issues and policies within the larger social system (i.e., state and global networks).
In the community, there are many ways to mobilize people so many people will respond These responses involve
utilizing local knowledge and collective strategies in addressing social problems. Since local networks do not
work independently from the wider social networks, the community's knowledge and experience can inform
policy makers and state leaders on what policies need to be created and how these policies should be
implemented.

Name: __________________________________________________ Date: ______________

Teacher: PRINCES JANE P. MONTEREY

TASK 1 ASSESSMENT ACTIVITIES

Answer the following questions briefly but deliberately

1. What factors shape local networks? How do people within local networks responds to these factors?
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
_______________________.

2. What funds of knowledge do people in your community have? How can these funds of knowledge
contribute to the development of your local network?
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
_______________________.

3. What are the prevailing issues in your community? How are these issues related to national and global
issues?
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
_____________.
 4. How do internal politics within the barangay support or constrain the dynamics of relationships among
community members?
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
_______.

5. What are the challenges and opportunities encountered by local networks in the contemporary times?
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
_________________________________________________________________________________________.

Week 4
INTUITIVE THINKING AND STRATEGIC ANALYSIS
LESSONS OBJECTIVES:
1. Explain intuitive thinking and strategic analysis;
2. Differentiate key components of intuitive thinking and strategic analysis

THE SOCIAL MEANINGs OF DECISION-MAKING

In the previous lesson, we read about the story of a candidate aiming to win in the elections. Getting support
from one's community requires him to plan and mobilize his connections and other resources. Planning involves
an exercise of judgment. In order to win, planning has to be done strategically and not haphazardly. Strategic
planning requires processes that includes accurate gathering of information and deliberate analysis to come up
with an informed decision. However, some situations, like in emergencies, do not allow adequate time for
planning and demand immediate decision-making. One of the most important considerations in making decision
is the possible consequences of our decision to our own well- being and relationship with others. Since the
decisions we make will affect our future experiences, it is necessary to understand the processes and elements
involved in decision-making. There are two systems one can employ in making decisions: strategic analysis and
intuitive thinking. The social environment affects and influences decision-making processes and outcomes.
Understanding local networks involves dealing with our physical and social environment where experiences are
created.

STRATEGIC ANALYSIS
Strategic analysis refers to a system or method that requires deliberate, abstract, and effortful thinking that breaks
down a complex problem into parts. Deliberate thinking employs a detailed examination of a problem to come
up with a solution. This involves looking at the context of the problem. Generally, strategic analysis deals with
problems that are especially big and complex and require paring down into several components to facilitate
focused analysis of the problem. The amount of time and resources are the primary factors in strategic analysis.
The most common strategic analysis model used in decision-making follows five steps as illustrated in the
diagram below:
1. identify
the
problem

5. reflect 2. analyze
on the the
outcomes problem

4.
3.
implement
generate a
the
solution
solution
In an organization, the most common strategic analysis tool being used in addressing a complex issue is the
Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis. For example, a school wants to look
into the causes of declining student enrollment. To understand this phenomenon, one needs to assess the current
situation (e-g. course preferences and trends, economic capacities) and school processes (e.g., instruction and
services). This may also involve analyzing the strengths and weaknesses of the school. Thus, deliberate analysis
in this context implies a thorough examination of different factors that contribute to the decline of the school
enrollment. This cannot be executed through a fast and immediate decision. Often, it requires standardized
procedures, criteria, formulas, and protocols

SWOT Analysis Diagram

STRENGTH WEAKNESSES

These are unique, competitive, and good qualities These are the areas that need improvement.
of an organization.

OPPORTUNITIES THREATS

These are the external factors that support and These are the external factors that can hinder the
facilitate the operations and processes of an operations and processes of an organization
organization.

STRENGTHS AND LIMITATIONS OF STRATEGIC ANALYSIS

Strategic analysis is effectively used in dealing with complex problems. By breaking a problem down into
fragments, one can examine an issue in a more detailed fashion. By doing this, an abstract can be concretized and
dealt with logically. This process engages a person to observe rational thought processes. Rational thinking skills
are often taught and learned through formal means. Akin to learning how to solve a mathematical problem, one
has to use certain formulas and procedures to arrive to the solution. The biggest challenges in using strategic
analysis as an approach to decision making is the availability of resources and time constraint. The thought
process is slow since it requires a thorough and careful investigation of factors that will help the investigator to
analyze the problem. External and internal factors have to be considered. After all, one does not always have the
luxury of time when making decisions especially when pertaining to matters that are of immediate concern.

INTUITIVE THINKING
Another approach to decision-making is intuitive thinking. This is the ability to understand something
instinctively (gut feel), without the need for conscious reasoning. Understanding the social environment allows
the person to develop sensitivity, awareness of the surrounding, and pattern recognition all of which enable an
automatic response to like events and occurrences. Intuitive thinking is also affected by how one feels and define
a thing or event. Particular norms and value systems within a community are considered when making decisions.
For example, among some indigenous people, their farmers would not touch certain places in the field like an
anthill. When asked why they do avoid such places, they cannot cite any pragmatic reason. It was just intuition.
Maybe they will say that nuno sa punso (a mythical dwarf-like creature), lives in those places. Soil scientist said
that such is a sound practice because anthills are necessary to maintain the physical, chemical, and biological
health of the soil. In dealing with everyday life issues and situations, we are called to make immediate decisions
based on our 'gut' feelings and prior knowledge and experiences. This type of decision-making is evident in
various situations: a doctor assessing an emergency case; a teacher determining the reason for a child's
inattentiveness in class; a buyer examining which vegetable to buy; and a firefighter trying to rescue a fire
victim. In these cases, one would not hesitate or delay making decision because these situations need immediate
action.

STRENGTHS AND LIMITATIONS OF INTUITIVE THINKING

Intuitive thinking is best used when a person is immersed in his or her field of expertise. This way, the individual
can easily generate information from personal and social experiences. Intuitive thinking is learned through
grounded social interactions, which usually occur in informal encounters. These encounters are unstructured and
take place outside classroom settings. On the one hand, when a person has limited experience and knowledge in
the area where he or she needs to make a decision, there is a tendency to make mistakes and errors. On the other
hand, when an individual is overfamiliar with his or her own field, he or she may end up ignoring new
information that may still be relevant to decision-making.

COMPARISON BETWEEN STRATEGIC ANALYSIS AND INTUITIVE THINKING

Both systems are relevant in dealing with life issues. However, we need to determine when and how to use these
decision-making methods in particular situation. Below are the comparisons of both methods according to
psychologist Daniel Kahneman.
ANALYTICAL INTUITIVE
 Slow thinking Quick thinking
Effortful Automatic and always ON
Follow certain procedure and models Dynamic
Mathematical, relies on facts Poor in statistics and probability
Linear Non-linear
Detailed Whole
Focused and deliberate Big picture
Abstract Experience based
Rational Gut feel
Usually taught in school Usually learned outside classroom settings
Inductive Deductive
Future-oriented Stored Knowledge
Pattern Matching

TASK 2 : USING YOUR UNDERSTANDING ABOUT STRATEGIC ANALYSIS AND INTUITIVE

THINKING, DECIDE WHETHER EACH SITUATION REQUIRES INTUITIVE THINKING OR STRATEGIC
ANALYSIS. PROVIDE A SHORT EXPLANATION OF YOUR ANSWER.

1. A doctor attending a patients in the emergency room

____________________________________________________________________________________
____________________________________________________________________________________
_________________________________________________________________.

2. A scientist finding a cure for an infectious disease

____________________________________________________________________________________
____________________________________________________________________________________
_______________________________________________________________.

3. A group of researcher solving a climate change

____________________________________________________________________________________
____________________________________________________________________________________
________________________________________________________________.

4. A firefighter rescuing victims from a burning house.

____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
________________________________________________________.

5. A lawyer solving a case

____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
_________.

6. A street vendor trying to sell and generate good profit within a day
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
.

7. A teacher wanting to solve poor motivation among his students.

____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
_______.
8. A couple wanting to buy a house in a subdivision
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
___________________________________________________.

9. A lady trying to figure out whether to bring or not an umbrella in anticipation of rain.
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
__________________________________________________________________________________.

10. A mother attending to the whining of her child

____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
______.

SOURCE: TRENDS, NETWORKS, AND CRITICAL THINKING -Vibal Publishing House

Prepared and compiled by:

PRINCES JANE P. MONTEREY

Teacher

Approved by:

LAUREANO R. FERANIL, Ma. Ed

School Principal

Noted by:

LEA S. LONTOC Ed. D

School President/Director