trends

1. LOCAL
NETWORKS
Strategic Analysis and Intuitive Thinking

2. NETWORK
Network
Is a particular type of relation that links
certain sets of people, events, or objects.

3. ELEMENTS OF A NETWORK
1. Actors or nodes are entities that are interconnected in some
systematic way.
Humans such as friends, peers, and others
Nonhumans such as computers, nonhumans organisms, ecological
systems and others
Both humans and nonhumans like people who are operating
machines
Collectivities like corporations, teams, universities or other networks

4. ELEMENTS OF A NETWORK
2. Links or ties among the actors. The relationships that exist
among the actors. Links can be any relationships like
marriage, friendship, kinship, professional, and others.
3. Flows –referring to the things that are being exchanged
( given and received) by the actors through their links. Flows
are usually information (data or knowledge) and resources
(money, people, goods, and equipment) but flows may also be
beliefs, power, norms, attitudes, and values.

5. Activity 2
1.Identify examples of networks that can be
found at your home and school. Describe their
actors, links, and flows.
2.Create a network with your friends or
classmates by filling up the following table:

6. Activity 2
Network
( give your
network a
name)
Actors
(specify the
attributes of
the network’s
members)
Links
( specify the
nature of
actors’
relationships
)
Flows
(specify the
nature of the
things to be
exchanged
among the
actors

7. LOCAL NETWORKS
Local Network
Refers to interconnected processes internal to the
individual person’s mind, mental faculty, or thoughts
that are ultimately demonstrated in decision-making.

8. Classification of Networks
1. Humans and nonhuman Network
2. Social and Computer networks are basically human
networks, for when people connect with one another they
are in effect socializing with one another.
3. Computer network is a group of interconnected computers
exchanging information and sharing some other devices.

9. Classification of Networks
4. Local and nonlocal networks a standard way of classifying networks in terms
of their geographical boundaries or coverage.
• LAN – Local area network covers a relatively small area such classroom,
school, or single building. It may be wired, wireless or combination of both.
Wired when it uses the transmission technology of Ethernet, which connects
devises through data cables,
Wireless when it uses the transmission technology of WIFI which connects
devices through radio waves

11. Classification of Networks
• WAN – Wide area of networks covers a larger area, such as
cities, an entire country or an entire world.
A WAN actually interconnects multiple LANs to cover a wide
area. Internet is considered as the largest WAN
• Global social network once the geographical coverage of a
social network goes beyond the national level and operates
across many countries or covers the entire world

12. Why do we need to study networks?
From the analyses of some scholars ( Kadushin 2012 and Borgatti et al 2013, there at least two
principal reasons;
1. Networks are everywhere or are all around us. They arise in every sphere of human activity.
2. Networks significantly affect the quality of our life.
 Enhance our communication and enable us to share our resources with other people more
efficiently
 Transportation networks enable us to meet, exchange experiences, and transfer information,
knowledge and culture.
 Determine our opportunities and limitations in life
 Help us reach the fullest or our potentials

13. Activity
Do you think having networks also have
disadvantages? If yes, what are they?
How would you deal with these disadvantages?

14. Activity

15. Quiz
Fill in the blanks.
1. _______is a system or group of interconnected people
or things.
2. The three basic elements of a network are:
a.______b._______; and c. ________.

16. Quiz
3. _________are the objects shared by the actors in networks.
4. _________are the relationships or connections among the actors in networks.
5. Human networks are basically __________networks.
6. _________is a computer networks refer to all human networks operating in a small area.
7. ________is a computer network operating in a larger area.
8. The internet is an example of a ________
9. ______social networks refer to all human networks operating in a community, city, town,
province, and region, or below the national level of social network.
10. ____________social networks refer to all human networks operating in the entire world.

17. Quiz
3. _________are the objects shared by the actors in networks.
4. _________are the relationships or connections among the actors in networks.
5. Human networks are basically __________networks.
6. _________is a computer networks refer to all human networks operating in a small area.
7. ________is a computer network operating in a larger area.
8. The internet is an example of a ________
9. ______social networks refer to all human networks operating in a community, city, town,
province, and region, or below the national level of social network.
10. ____________social networks refer to all human networks operating in the entire world.

19. 1. Network
2. Actors, links, flows
3. flows
4. Links
5. Social
6. LAN
7. WAN
8. WAN
9. LOCAL social network
10.Global social networks

20. CRITICAL
THINKING
SKILLS AND ATTITUDES

21. CHARACTERISTICS
Critical thinking is concerned with correct
reasoning
Critical thinking may come in the form of
criticism
-if one faulty reasoning is corrected by means
of critical thinking then that is critical thinking.

22. CHARACTERISTICS

23. CHARACTERISTICS
Critical thinking deals with the coherence of
the structure of reasoning and the relevance of
the content of reasoning.
It deals with the relevance and truth of the reasons
used to justify certain claims.

24. CHARACTERISTICS
Logical thinking is one of the necessary features of critical thinking.
Critical thinking has to be logical as it concerned with the coherence of
reasoning. The determination of whether the data or content of one’s
reasoning may be true or false is a necessary part of critical thinking.
Logical thinking is solely concerned with the correctness of the
structure or form of reasoning, while critical thinking, on the other
hand, deals with the coherence of the structure or reason the relevance
or appropriateness of the content of reasoning.

25. CHARACTERISTICS
Critical thinking is important in everyday decision-
making
Critical thinking includes the study of some formal reasoning skills
such as the skill of evaluating arguments.
We always make decisions, on simple and complicated matters, on practical
and theoretical levels, on subjective or personal and objective issues, which
determine the course of our actions and affect the quality of our life.
Effective decision-making requires the right-thinking skills and these are
best developed through the formal study of critical thinking skills.

26. CHARACTERISTICS
Critical thinking as good thinking
Critical thinking is also related to other forms of
thinking, which include imagining, doubting, recalling, and
analyzing.
Good thinking is whatever kind of thinking that enables us
to achieve a given purpose or objective. When we regard
thinking as a kind of tool or instrument then it is good.
Good thinking in this manner means strategic thinking

27. CHARACTERISTICS
Strategic thinking – for what is strategic corresponds to
what is most appropriate to achieve a certain goal.
• Creative thinking is the strategic or most appropriate
form of thinking for generating new insights, novel
approaches, fresh perspectives, and whole new ways of
understanding and conceiving of things.

28. CHARACTERISTICS
• Meditative thinking is the strategic or most
appropriate form of thinking for acquiring a sence of
inner peace and profound (or spiritual) insights about
human existence.
• Instinctive thinking is the strategic or most
appropriate kind of thinking for situations that require
quick decisions especially in light of insufficient
information.

29. • The main goal of critical thinking is the evaluation of
reasoning or argumentation.
• The fundamental goal of reasoning is to provide
sufficient reasons to one’s claim or position on a certain
issue and the effect is to be able to persuade other
people to accept one’s argument or reasoning.

30. • Argumentation
Involves only statements, which are linguistic expressions that are
either true or false. A statement is usually expressed in the
grammatical form of a declarative sentence. This means that an
argument cannot contain a question, command, or an
exclamation. An argument has a structure consisting of a premise
or a set of premises. A premise is a statement that provides a
reason for accepting a certain claim; and conclusion, which is a
statement that expresses a certain claim, and follow the premise
or premises.

31. • Reasoning
There are two general types of reasoning: inductive and
deductive.
Inductive reasoning - the support that a premise provides is
incomplete and so its conclusion is merely probable.
(consequently, the inductive argument can either be weak or
strong)
Deductive reasoning – the support that a premise provides is
complete and hence the truth of its conclusion is certain.

32. What is critical thinking?
Critical thinking is the ability to objectively analyze information and
draw a rational conclusion.
Egan (2005) Critical thinking is the methodical analysis of reasoning.
It is about understanding the implications of inputs (data) and
influences (bias) to the reasoning process.
Smith(2003)- defines it as “a form of higher-order thinking
consciously controlled reflective thinking thought that draws on, but
can be distinguished from lower –order cognitive processes like
perception, attention, and memory.”

33. Activity
Write your insights and reflection as you answer the
following questions. (5 sentences only per number)
1. Do you think we need to practice critical thinking all
the time? Why or why not?
2. What are examples of instances where we need to
practice critical thinking: and what are examples of
instances where we should not, or need not, practice
critical thinking?

34. CORE CRITICAL THINKING SKILLS
COGNITIVE
SKILLS
FUNCTIONS(in
summarized form)
Subskills Questions to fire
up our critical
thinking
interpretation To comprehend and
express meanings or
significance of a
wide variety of
experiences,
situations, data,
events, judgments
etc.
Categorize,
decode
significance,
Clarify
meaning
What does it mean?
What’s happening?
How should we
understand that?
What is the best
way to characterize
this?

35. CORE CRITICAL THINKING SKILLS
COGNITIVE
SKILLS
FUNCTIONS(in
summarized form)
Subskills Questions to fire
up our critical
thinking
Inference To identify and
gather information
necessary in drawing
reasonable
conclusions and
forming conjectures
and hypotheses
Questioning
evidence,
conjecturing
alternatives,
and drawing
conclusions
Given what we know so
far, what conclusion can
we draw?
What does this evidence
imply?
If we
abandoned/accepted that
assumption, how would
things change?

36. CORE CRITICAL THINKING SKILLS
COGNITIVE
SKILLS
FUNCTIONS(in
summarized form)
Subskills Questions to fire
up our critical
thinking
Analysis To identify
inferential
relationships among
statements or beliefs
Examine
ideas, identify
arguments,
identify
reasons and
claims
Please tell us again
your reasons for
making that claim.
What is your
conclusion?
What is that you
are clarifying?

37. CORE CRITICAL THINKING SKILLS
COGNITIVE
SKILLS
FUNCTIONS(in
summarized form)
Subskills Questions to fire
up our critical
thinking
Evaluation To assess the
credibility of
statements and the
logical strength of
the inferential
relationship s among
them
Assess
credibility of
claims; assess
quality of
arguments
How credible is that
claim?
Why do we think we can
trust what this person
claims?
How strong are those
arguments?
How confident can we be
in our conclusion, given
what we know?

38. CORE CRITICAL THINKING SKILLS
COGNITIVE
SKILLS
FUNCTIONS(in
summarized form)
Subskills Questions to fire
up our critical
thinking
Explanation To clarify and
coherently present
the result of one’s
reasoning
State result,
justify
procedures,
present
arguments
What ere the specific
findings/results of the
investigation?
Please tell us how you
conducted that analysis.
How did you come to that
interpretation?
How would you explain
why this particular
decision was made?

39. CORE CRITICAL THINKING SKILLS
COGNITIVE
SKILLS
FUNCTIONS(in
summarized form)
Subskills Questions to fire
up our critical
thinking
Self-regulation To self-consciously
monitor, assess, and
correct one’s own
reasoning
Self-monitor
Self-correct
Our position on this issue
is still too vague; can we
be more precise?
How good was our
methodology and how
well did we follow it?
How good is our
evidence?
Is there a way we
reconcile these two
apparently conflicting
conclusions.

40. Core Critical Thinking Attitudes
Following the general agreement among experts in the field of critical thinking,
Facione (2013, 10-12) identifies the following core critical thinking attitudes:
1. truth-seeking
2. Inquisitive
3. Open-minded
4. analytical
5. Systematic
6. Judicious
7. and confident in reasoning

42. Quiz
1. What is critical thinking?
2. What are the five characteristics of critical thinking?
3. _________involves only statements, which are linguistics expressions that are either
true or false.
4. ______reasoning, the support that a premise provides is complete and hence the truth
of its conclusion is certain.
5. ______is the strategic form of thinking for generating new insights, novel approaches
and whole new ways of understanding and conceiving things.
6. ______most appropriate thinking for situations that require quick decisions.

43. Concept Mapping. Put in the skills and attitudes in their proper places.
Critical Thinking

44. System 1 thinking is characterized as the form of thinking that is intuitive, heuristic,
unconscious, implicit, and fast.
System 2 thinking as analytic, rule-based, conscious, explicit, and slow.
Feature of strategic analysis of being rule-governed, some scholars specify the stages of
problem-solving or decision-making. This is the version of Brim and et al. which is
considered “sequential”
1. identification of the problem
2. obtaining necessary information
3. production of possible solutions
4. evaluation of such solutions
5. selection of a strategy for performance

45. The crucial stage is the analysis and evaluation of these possible solutions, and for this
stage in the decision-making process, we shall need certain methods, called “evaluation
strategies” by Brim et al. and analytic methods by Rubnicki and Vagner, to analyze or
evaluate the possible solutions to come up with the best decision.
Analytic Methods by Rubnicki and Vagner
1. SWOT – Strength, weaknesses, opportunities, and threats
2. PEST – Political, economics, socio-cultural, and technological analysis
3. CBA – Cost Benefits Analysis
4. CEA – Cost effectiveness analysis
5. SEA/ SEU

46. .

47. STRATEGIC
ANALYSIS
AND
METHODS
SYSTEM 2 thinking
as analytic, rule
based, conscious,
explicit, and slow –
STRATEGIC
ANALYSIS

48. STRATEGIC ANALYSIS
Is the process of examining, using one’s rationality or reason,
surroundings and resources, and how they relate with each other to
formulate a strategy to meet objectives and improve performance.
One must employ rationality, critical, and logical thinking in arriving at
certain decisions.
It is systematical, analytical and takes time to arrive at decisions because
pre evaluation is made. A critical mind not only welcomes new knowledge,
experiences, and alternatives but also tests these against past knowledge
and experiences.
Raises questions like: “Does/Will this make sense? Why or why not?”

49. STRATEGIC ANALYSIS
Strategic analysis is the process of researching and
analyzing an organization along with the
environment in which it operates to formulate a
strategy. This process of strategy analysis usually
includes defining the internal and external
environments, evaluating identified data, and
utilizing analytical strategic analysis tools.

50. ELEMENTS OF STRATEGIC
ANALYSIS
• Anticipate
• Challenge
• Decide
• Interpret
• Learn
• Align

51. 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 and to prepare
for possible threats as well as opportunities.

52. ABILITY TO CHALLENGE
Involves raising questions instead of merely
accepting information as it comes. The questions
is to trace the root cause of problems, to
challenge existing beliefs, and to find out biases
and possible manipulation of the situation.

53. 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.

54. 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

55. ABILITY TO ALIGN
Enables the executive to have different
divergent viewpoints, opinions, and
agenda to attain common goals and to
pursue mutual interest.

56. ABILITY TO LEARN
Failures are considered lessons for
success. The ability to learn is
demonstrated by accepting feedback,
constructive criticism, and even failure
which are altogether viewed as sources
of critical and valuable insights.

57. PHASES OF STRATEGIC ANALYSIS
• Establishing the Identity of the Organization
• Developing and Implementing an Action Plan or
Strategy to Attain Priorities
• Evaluating How the Organization Manages its Actions
Toward its Priorities

58. 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.

59. 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.

60. 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 such as monthly or annual
reports.

61. Analytical Tools
SWOT , PEST, AND VALUE CHAIN ANALYSIS
Strengths
Strengths are internal, positive attributes of your company. These are
things that are within your control.
Guide questions:
What business processes are successful?
What assets do you have in your team, such as knowledge, education,
network, skills, and reputation?
What physical assets do you have, such as customers, equipment,
technology, cash, and patents?
What competitive advantages do you have over your competition?
Weaknesses

62. Weaknesses
Weaknesses
Weaknesses are negative factors that detract from your strengths. These
are things that you might need to improve on to be competitive.
Are there things that your business needs to be competitive?
What business processes need improvement?
Are there tangible assets that your company needs, such as money or
equipment?
Are there gaps on your team?
Is your location ideal for your success?
Opportunities

63. Opportunities
Opportunities are external factors in your business environment that are
likely to contribute to your success.
Is your market growing and are there trends that will encourage people to
buy more of what you are selling?
Are there upcoming events that your company may be able to take
advantage of to grow the business?
Are there upcoming changes to regulations that might impact your
company positively?
If your business is up and running, do customers think highly of you?

64. Threats
Threats are external factors that you have no control over. You may want
to consider putting in place contingency plans for dealing them if they
occur.
Do you have potential competitors who may enter your market?
Will suppliers always be able to supply the raw materials you need at the
prices you need?
Could future developments in technology change how you do business?
Is consumer behavior changing in a way that could negatively impact your
business?
Are there market trends that could become a threat?

66. • Here is an example of PEST analysis that can give you a clear
understanding of how this works:
• POLITICAL FACTORS
• New state tax policies for accounting
• New employment laws for employee handbook maintenance
• Political instability in a foreign partner country
• ECONOMICS FACTORS
• International economic growth
• Changes in interest rates

67. • SOCIOCULTURAL FACTORS
• Shift in educational requirements and changing career attitudes
• Population growth rate
• TECHNOLOGY
• Automated processes in the industry
• Rate of innovation
• Changes in technology incentives

68. • PESTLE ANALYSIS: AN EXTENSION OF PEST
ANALYSIS
• What is PESTLE Analysis? PESTLE analysis is an
extension of PEST that is used to assess two additional
macroeconomic factors. These factors are the Legal and
Environment conditions that can have an impact on the
company. Examples of PESTLE analysis are similar to
those of a PEST analysis, but they would include the
following:

69. • ENVIRONMENT:
• Changes in weather and climate
• Laws regarding pollution and recycling
• Waste management
• Use of green or eco-friendly products and practices
• LEGAL:
• Discrimination laws
• Health and safety laws
• Consumer protection laws
• Copyright and patent laws

70. • Value chain analysis is a strategy tool used to analyze internal firm activities. Its goal is to
recognize, which activities are the most valuable (i.e. are the source of cost or
differentiation advantage) to the firm and which ones could be improved to provide
competitive advantage.

71. • There are two different approaches on how to perform the analysis, which
depend on what type of competitive advantage a company wants to create
(cost or differentiation advantage).
• To gain cost advantage a firm has to go through 5 analysis steps:
• Step 1. Identify the firm’s primary and support activities. All the activities (from
receiving and storing materials to marketing, selling and after sales support)
that are undertaken to produce goods or services have to be clearly identified
and separated from each other. This requires an adequate knowledge of
company’s operations because value chain activities are not organized in the
same way as the company itself. The managers who identify value chain
activities have to look into how work is done to deliver customer value.

72. • Step 2. Establish the relative importance of each activity in the total cost of
the product. The total costs of producing a product or service must be
broken down and assigned to each activity. Activity based costing is used to
calculate costs for each process. Activities that are the major sources of cost
or done inefficiently (when benchmarked against competitors) must be
addressed first.
• Step 3. Identify cost drivers for each activity. Only by understanding what
factors drive the costs, managers can focus on improving them. Costs for
labor-intensive activities will be driven by work hours, work speed, wage
rate, etc. Different activities will have different cost drivers.

73. • Step 4. Identify links between activities. Reduction of costs in one activity
may lead to further cost reductions in subsequent activities. For example,
fewer components in the product design may lead to less faulty parts and
lower service costs. Therefore identifying the links between activities will lead
to better understanding how cost improvements would affect he whole value
chain. Sometimes, cost reductions in one activity lead to higher costs for
other activities.
Step 5. Identify opportunities for reducing costs. When the company
knows its inefficient activities and cost drivers, it can plan on how to improve
them. Too high wage rates can be dealt with by increasing production speed,
outsourcing jobs to low wage countries or installing more automated processes.

74. • DIFFERENTIATION ADVANTAGE
• VALUE CHAIN ANALYSIS
• VCA is done differently when a firm competes on differentiation rather than
costs. This is because the source of differentiation advantage comes from
creating superior products, adding more features and satisfying varying
customer needs, which results in higher cost structure.
• Step 1. Identify the customers’ value-creating activities. After identifying all
value chain activities, managers have to focus on those activities that contribute
the most to creating customer value. For example, Apple products’ success
mainly comes not from great product features (other companies have high-
quality offerings too) but from successful marketing activities.

75. • Step 2. Evaluate the differentiation strategies for improving customer value.
Managers can use the following strategies to increase product differentiation and
customer value:
• Add more product features;
• Focus on customer service and responsiveness;
• Increase customization;
• Offer complementary products.
• Step 3. Identify the best sustainable differentiation. Usually, superior
differentiation and customer value will be the result of many interrelated activities
and strategies used. The best combination of them should be used to pursue
sustainable differentiation advantage.

76. • Analytical Methods
• SWOT - considers the “SWOT” of alternatives in making a decisions
• CBA(Cost-benefit analysis)– method that the advantages and disadvantages of
alternatives in decision-making process are uniformly measured in monetary
values.
• PEST – main focus of this method of analysis is the examination of the
macro external factors that may affect decision-making
• CEA (Correct Effectiveness Analysis)– when the values of the outcomes of
options cannot be measured in monetary values in the course of weighing the
strengths and weaknesses of such options instead measured in terms of their
effectiveness

77. • Analytical Methods
• SWOT - considers the “SWOT” of alternatives in making a decisions
• CBA(Cost-benefit analysis)– method that the advantages and disadvantages
of alternatives in decision-making process are uniformly measured in
monetary values.
• PEST – main focus of this method of analysis is the examination of the
macro external factors that may affect decision-making
• CEA (Cost Effectiveness Analysis)– when the values of the outcomes of
options cannot be measured in monetary values in the course of weighing
the strengths and weaknesses of such options.

78. KEY COMPONENTS OF STRATEGIC
ANALYSIS
• Committed People
• Long-Term Strategic Objectives
• Strategic Alternatives
• Evaluation and Choice of Strategies
• Monitoring of Strategy Implementation

79. COMMITTED PEOPLE/
ENGAGERS
The initial step in strategic
planning is getting the right people
at the right time. They are essential
in effectively carrying out a strategy.

80. LONG-TERM STRATEGIC
OBJECTIVES/ AIMERS
The objectives are poised to enhance the
organization’s performance. There is a need
to identify the beneficiaries who will receive
the benefit from the gains brought by
improved efficiency in the operations and
delivery of services of the organization.

81. STRATEGIC ALTERNATIVES
The planning team should be able to derive
options from brainstorming and other
analytical tools. 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.

82. EVALUATION AND CHOICE OF
STRATEGIES/ OPTION GENERATORS
The process of formulating a strategy involves
evaluating and picking out which strategies could
facilitate the attainment of long-term
improvements. Options which are superior to the
current approach may be found, and change for the
organization’s improvement can be undertaken.

83. MONITORING OF STRATEGY
IMPLEMENTATION/ STRATEGIZERS
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.

84. ACTIVITY
In what situations or occasions in your life
did you make a decision and were able to
employ some of these analytical methods?
Write a short essay and share your answer in
class.

85. INTUITIVE
THINKING
AND
HEURISTICS
SYSTEM 1 thinking
as intuitive, heuristic,
unconscious, implicit,
and fast –
Intuitive Thinking

86. INTUITIVE
THINKING

87. INTUITIVE THINKING
Is sensing or knowing without using rational processes such as
reading facts and instructions.
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.
INTUITION – something that is known or understood without
proof or evidence

88. 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.

89. 6 THINGS HIGHLY INTUITIVE
PEOPLE DO DIFFERENTLY
• Listening to an Inner Voice
• Taking Time to be Alone and to Reflect
• Listening to Their Bodies
• Observing Everything
• Paying Attention to their Dreams
• Connecting Deeply with Others and Staying in a Positive Mood

90. Listening to an Inner Voice
They pay attention to
intuition and allow it to
guide them.

91. Taking Time to be Alone and
to Reflect/ Mindfulness

Spending time in solitude is
their way of engaging in deeper
thoughts and creative thinking

92. Listening to Their Bodies
They tune in to their bodies for
gut feeling and physical sensation
or emotion associated with
intuition

93. 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.

94. Paying Attention to their
Dreams

It is their way of getting in touch with
their unconscious thinking process and
of capturing information on how to
live their lives.

95. Connecting Deeply with Others
and Staying in a Positive Mood

They can read a person’s mind
through his or her words, feelings, and
actions. Avoiding negative emotions
helps boost their intuitive judgement.

96. KEY COMPONENTS OF
INTUITIVE THINKING
•Immediacy
•Sensing Relationship
•Reason

97. IMMEDIACY
This refers to the timing in intuitive thinking.
The time involved in intuitive thinking is quick.
Labeling immediacy as “mind popping” when
thoughts, ideas, and solutions come to mind no
deliberately when one is engaged in some other,
usually irrelevant, train of taught.

98. SENSING RELATIONSHIPS
This is basic to intuition and refers to the establishment
or formulation of connections among ideas
Inductive Reasoning – formulates connections and arrives
at conclusions from “parts” to “whole” or from “particular”
to “general.” It infers generalized conclusions from
particular instances
Deductive Reasoning – formulates connections starting
from “general” to “particular” or from “whole” to “parts”

99. REASON
Intuition and reason complement
each other and it is impossible to
isolate the two discretely and
meticulously

100. STRATEGIC ANALYSIS AND
INTUITIVE THINKING
“Intuitive Thinking” is historically old and has been in
use since the beginning of time while “Strategic
Analysis” is historically new. It is said to have been
introduced by the Greeks, developed by the Romans
and rediscovered during the Age of Enlightenment
after its disappearance during the Dark Ages in Europe.

101. STRATEGIC ANALYSIS AND
INTUITIVE THINKING
ELEMENTS STRATEGIC ANALYSIS INTUITIVE THINKING
LOGIC Logical mind needed Logical mind not needed
REASON Starts from an idea or concept and moves on to what can
be associated with it
Focuses on the idea or concept and its
attributes
CENTER Brain-centered Heart-centered
BASIS Hard facts, data, instructions Hunch, instinct, gut feeling
TIME Needs time to finish in one or more sittings or sessions Spontaneous, quick, finished at one
time
TOOLS SWOT Analysis, PEST Analysis, Value Chain Analysis, etc. Experiences
PLANNING Well-planned Unplanned

102. STRATEGIC ANALYSIS AND
INTUITIVE THINKING
“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”
-Legal Practitioner and Mediator Charles B. Parselle (2005)

103. STRATEGIC ANALYSIS AND
INTUITIVE THINKING
“We need both instinct and reason to make
the best possible decisions for ourselves, our
businesses, and our families. It is bridging the
gap between the conscious and the
nonconscious parts of our mind.”
-International Business Consultant Francis Cholle (2011)

104. “)