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Network

Particular type of relation

that links certain sets of
people, events, or objects.
Local Network
Interconnected processes internal to the
individual person’s mind, mental faculty, or
thoughts such as strategic analysis and
intuitive thinking that are ultimately
demonstrated in decision-making
Strategic Analysis and
Intuitive Thinking
Strategic Analysis
 the process of examining, using one’s
rationality or reason
 organization’s surroundings and
resources
 relation with each other to formulate a
strategy to meet objectives and
improve performance
Strategic Analysis
 Understanding of an organization’s
external and internal environments to
create a strategy for better utilization of
resources in the pursuit of the
organization’s objectives and priorities.
Strategic Analysis
 This strategy is drawn from facts, data
and instructions at hand.
 Can be done by organization to
analyze its losing performance based
on data
 Can also be done to investigate the
external profile of its surroundings,
opportunities and possible rivals
Strategic Analysis
 Rationality
 Critical and logical thinking
 Solve problems
 Utilize human and material resources
 Attain objectives of the organization in
accordance of its mission and vision
Strategic Analysis
 Systematic
 Analytic
 Takes time to arrive at decisions
 Simplifies a complicated problem by
breaking it down into smaller
components
 Critical Mind
“Does/Will this makes sense? Why or why
not”

A pre evaluation is sometimes made

Tests new knowledge, experiences, and
alternatives against past knowledge and
experiences
Intuitive Thinking
 Sensing or knowing without using
rational processes such as reading facts
and instructions
 Intuition- “something that is known or
understood without proof or evidence”
Intuitive Thinking
 Making choices and decisions
according to one’s hunch and gut
feeling without knowing the reason why
Six Elements of Strategic
Thinking
(Samantha Howland,
2013)
1. Anticipate
2. Challenge
3. Interpret
4. Decide
5. Align
6. Learn
 Anticipate
 Not only to focus on the current situation
but also to look at the future
 Monitor the environmetn foresee
significant changes in the industry to
prepare them for possible threats as well
as opportunities
 Anticipate

 Ex:
An executive who keeps abreast with
trends and engages in trendspotting is
more likely to be open to product
changes or to beef up the company’s
product strength in anticipation of a trend.
 Anticipate

 Ex:
A garment executive spots a
consumer preference for plaid print, he or
she gradually reduces the production of
apparels with floral design shifts to plaid
print.
 Challenge
 Involves raising questions instead of
merely accepting information as it
comes
 Challenge
Purpose of raising question
 to trace the root causes of problems
 to challenge existing beliefs
 to find out biases and possible
manipulation of the situation

 Probing and investigation may also be

employed.
 Interpret
 to interpret is to test a variety of
hypotheses as well as comparing and
contrasting certain data prior to making
decisions on particular issues
 Interpret
 Ex:
The executive avoids jumping into
conclusions without sound basis.
 Decide
 Enables the executive to make a stand
with courage and conviction despite
incomplete information at hand
 Combines speed and quality
 Avoids indecision or “analysis
paralysis” which prevents a leader from
acting fast, thereby missing chances of
opportunities
 Align
 Open communication and dialogue will
help address the problem of
misalignment
 Align
 enables the executive to have different
divergent viewpoints, opinions, and
agenda to attain common goals and to
pursue mutual interest
 Align
 Open communication and dialogue will
help address the problem of
misalignment
 Learn
 Accepts feedback, constructive
criticism, and even failure which are
altogether viewed as sources of critical
and valuable insights
 Learn

 shows willingness to immediately return

to the right course when going off track
 failures are considered lesson for
success
 Strategic Analysis
as a Student
 Strengths-competencies and values
 Weaknesses- negative attitudes and
needs to be filled
 Threats-events and situations that
prevent from focusing on studies
 Questions

 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
 Intuitive thinking

 more spontaneous

 Instinctive

 Unplanned process of solving a problem

 Intuitive thinking

 Evaluation of the situation and the

perceived alternative course of action
are quick and broad.
 Intuitive thinking

 Actions and decisions spring from

hunches and gut feeling based on
unpremeditated ideas or experiences
rather than from facts and hard data.
 Intuitive thinking

 Intuitive thinking tends to be imaginative

and more applicable in situations where
facts are insufficient and previous
related decisions are not readily
available.
 6 Activities that
Intuitive Thinkers
Do
1. Listening to an inner
voice
2. Taking time to be alone
and to reflect.
3. Listening to their
bodies.
4. Observing Everything.
5. Paying attention to
their dreams.
6. Connecting deeply
with others and staying
in a positive mood.
 Characteristic of
Analytical Thinking
Analytical thinking
applied in strategic
analysis is brain-
centered and focused.
It deals with one thing at
a time and is concerned
with time.
It efficiently works in a
condition with sufficient
time, relative stability, and
established criteria for
analysis such as rules
 Characteristic of
Intuitive Thinking
It is heart-centered,
unfocused, and is not time-
bound.
It views many things
simultaneously, is
nonlinear, and is inclined
toward the concrete and
the real.
It efficiently works in
dynamic conditions, under
time pressure, and is
instantaneous.
Analytical Thinking Intuitive Thinking

brain centered  heart centered

 focused  unfocused
 one thing at a time  not time bound
 sufficient time  simultaneously
 relative stability  under time pressure
and instantaneous
Charles B. Parselle (2005) a
legal practitioner

Combining analytical and

intuitive abilities leads to holistic
thinking abilities which are
essential
 Charles B. Parselle (2005)

“to move people out of a

rights/obligation/win-lose mindset
into a needs/interests/mutual
gain mindset.”
 Charles B. Parselle (2005)

This means the concern for

individualistic, legal, and
predictable aspects is balanced by
the concern for cultural, flexible,
and mutual or communitarian
aspects.
 Francis Cholle (2011) an
international business consultant

“we need both instinct and reason

to make the best possible decisions
for ourselves, our business, and our
families.”
 Francis Cholle (2011) an
international business consultant

“bridging the gap between the

conscious and nonconscious parts of
our mind, and also between instinct
and reason.”
 Facility in
Strategic Analysis
 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

 who or what the organization is

 where it wants to be and where it
is now
 core values
 mission and vision
Phase I: Establishing the identity of
the organization

 objectives or strategic priorities

 members and stakeholders
 partners and competitors
Phase II: Developing and implementing
an action plan or strategy to attain
priorities

 “How will the organization get to

where it wants to go?”
 goals and outcomes
 structural and financial changes
 Phase III: Evaluating how the
organization manages its actions
toward its priorities

 How well the organization knows its

performance
 This needs performance standards
and measurements or yardsticks such
as monthly or annual reports.
 Using Intuitive Thinking in Situations

1. Interpreting the meaning of one’s body

language or facial expression
2. Saving lives in a battlefield
3. Coming up with a new or a more efficient
way of doing things\
4. Hiring the head of the human resource
department
5. Choosing a song for a competition
 Key Components of Strategic Analysis

1. Committed people
2. Long-term strategic objectives
3. Strategic alternatives
4. Evaluation and choice of strategies
5. Monitoring of strategy
implementation
 Key Components of Intuitive Thinking

1. Immediacy- “mind popping”

2. Sensing relationship- inductive and
deductive reasoning
3. Reason- involves a certain type of
reasoning
Element Strategic Analysis Intuitive Thinking
Logic Logical mind needed Logical mind is not
needed
Reason Starts from an idea or concept Focuses on the idea or
and moves on to what can be concept and its attributes
associated with it
Center Brain-centered Heart-centered
Basis Hard facts, data, instructions Hunch, instinct, gut
feeling
Time Needs time to finish in one or Spontaneous, quick,
more sitting or sessions finished at one time
Tools SWOT Analysis and other Experiences
analytical tool
Planning Well-planned Unplanned
 Using Intuitive Thinking in Social
Networks

1. Political networks-government
officials, student
2. Economic networks-manufacturers,
agent, seller
3. Sociocultural or social networks-club,
band, dance troupe,
 Report

1. Positive and Negative Impact of Globalization

2. Definition and essence of globalization and
Economic globalization
3. Social Globalization and Sociocultural
globalization
4. Political Globalization and Natural
Environment Globalization
5. Definition of internet and its effect on
globalization