tnct lesson 4- strategic analysis and intuitive thinking.pptx

~ TNCT IN 21ST CENTURY
Tren s,
Networks, an
ritical
the
Thinkin
1st
in
entury
LESSON 4

•
•
•
Objectives
•
• Apply strategic planning
• Apply intuitive thinking in solving a
problem in the community using a
map of social networks
Define strategic analysis and
intuitive thinking
Differentiate key components in
strategic analysis and intuitive
thinking

~ TNCT IN 21S
■•
••
QUICK SURVEY
Raise your hand if you agree with
the following statements. There
is no wrong or right answer.

QUICK SURVEY
•
" assume,
wor's."
an I
usua
I often assume, and it
usually works.

QUICK SURVEY
•
In •
Imes
II
severa
• II
e ore o some In .
I think several times before
I do something.

T NCT IN 21ST C E N T U R Y
«
»
+ ' .
..
.
·
'·.
:'·.·:.:..'
. . .
...
.......
.. ... .
..
..
.. .
. .
. ..
. . .
o · + ,
·.
··..'.
·'·. . . . .
. . ...
.
.
. . . . .
.
. .
" e , ,
.. .
. .....
.
. . . .
. .
QUICK SURVEY
ass•
" veri
e o r e
an oo or
c o n c l u l i n , "
I verify and look for basis
before concluding.

Q U I C K S U RV E Y
•
Ie
0
" ius o w
o."
a ever 'm
as e
I just yield to whatever I’m
asked to do.

♦ TNCT IN 21ST CENTURY
QUICK SURVEY
II
en eo e r e a
•
In'orma1•
on eas1•
o me,
i "
el.ieve
When people relay
information to me, I easily
believe it.

4 TNct is 2 1 s r c e N T u Y % m uc riN 2 1 s t c e N T u R
QUICK SURVEY
"When people
QUICK SURVEY
"I just yield to
QUICK SURVEY
"I think several times
before I do something."
relay whatever I'm
information
believe it."
to me, I easily asked to do."
lo Q m c r N 2 1 s t c e N r u R Y
1N C1 IN 21$ 1 CEN TU RY
QUICK SURVEY
"I verify and
QUICK SURVEY
"I often assume,
usually works."
look for basis and it
before concluding."
THREAD:
C O M M O N O N
P R O C E S S OF THINKl NG

H U M A N PERSON
R AT I O N A L A N I M A L

■■
"COGITO ERGO
T H I N K
y
I
I
SUM" OR "I
THEREFORE
EXIST"
I

LESSON 4
trate ic
Intuitive Thinkin
STRATEGIC ANALYSIS
AND INTUITIVE
THINKING

H T U L D Y
ERE
U
IN
D
TH
IF Y U
IS SITU Tl N?
■■
■■
■■
■■
■■
■■
■■
I ■
■■
■■ ■■
■■ ■■
■■ ■■
WHAT WOULD YOU DO IF
WERE IN THIS SITUATION?

■
■■
■■
■
■■ •
■
WHAT WOULD YOU DO IF YOU
Your teacher gives you a task or project that
you need to work on as a group. The task is
a
to create a cheer dance presentation. It is
complicated task that requires days or
weeks to finish. You are chosen as the leader
of the group. What will you do to make sure
that your group will accomplish the project?

■
■■
■■
■
■■ •
■
Angela
,
during
one
your
of your classmates, passes out
rehearsal. As the leader of the
team
what will you do to address the
situation?
Angela, one of your classmates,
passes out during your rehearsal.
As the leader of the team, what
will you do to address the
situation?

■
■■
■■
■
■■ •
■
@
'Ions
r e
si
e
a
' O s u a
i r o r
a n
i e r e n ?
o •
Are the two situations
similar or different? Why
and how?

a system method that
or
requires
abstract,
deliberate,
••■
■■
•■
and effortful
■■
■■ •■
■• •■
thinking that breaks down a
■
complex problem into parts.

••■
employs detailed
a
■■
•■
■■
to
examination of a problem
■■ •■
■• •■
■
come up with a solution.
E X A M I N AT I O N
PROBLEM
SOLUTION

••■
■■
•■
involves
context
looking at the
■■
■■ •■
■• •■
■
of the problem.

1. Identify the problem
2. Analyze the problem
5. Reflect on the outcomes 3. Generate a solution
R
+
F
F
Implement
4.
STRATEGIC
ANALYSIS
the solution
F

■■
■■
■■
■■
■■
■■
■■
■■
■■ 1. IDENTIFY THE PROBLEM.
Involves defining the problem and the factors
or conditions involved in the situation.
Examine the instruction given by
the
the teacher
concerning the task. Answer question:
What is asked/what is required?

■■
■■
■■
■■
■■
■■
■■
■■
■■ 2. ANALYZE THE PROBLEM
Examining the variables that will change state situations,
including the potential challenges and its causes.
Take into consideration the time remaining before
performance day. Take into consideration the
budget of the group. Take into consideration what
each member can
the
contribute to the task. Take into
consideration strengths and weaknesses of the
group members.

■■
■■
■■
■■
■■
■■
■■
■■
■■ 3. GENERATE A SOLUTION
Setting practical, reasonable, and creative criteria and
strategies to solve the problem
Create a timeline of activities. Lay out the plan
for choreography. Formulate design for the
props. Assign members to different committees.

■■
■■
■■
■■
■■
■■
■■
■■
■■ 4. IMPLEMENT THE SOLUTION
Execution of the plan
Follow
Create
the
the
plan. Realize the choreography.
props on the planned designs.
based
Do the routine.

■■
■■
■■
■■
■■
■■
■■
■■
■■ 5. REFLECT ON THE OUTCOME
Draw lessons that will guide future decisions
Evaluate the quality of the dance Check
steps.
the finished props. Make changes where
necessary. Note areas of improvement.

. @ @
•----
- @
I
I
I
I
I
I
'I
I
I
I
I
•t
•
m
•
I •
I
d e e = e t I
I
I
--------·I
@

·Suppose you are aiming to
. q t
save up enough money to
-----
'
-I
---•
I
I
I
I
'
''• afford a laptop at the end of
•
I e t
-
•
t h is
can
year. Let us see how we
.o . 4 use SWOT analysis in
I I
@ - i t
achieving this goal.
• •
a l a % a t

• q t
•
I
•----
----(Ii t
I
t
'
•t
I
•
I
•
I
•
I
I I
I_,..,.,...,.,.,........
@ i t
Strengths
IDENTIFY:
• What values, skills, and abilities do you possess?
• How can you use these to successfully save up for
that laptop?
• What learning strategies do you need to develop in
order to achieve your goal?

• - - - . . a t - - - - - -
-•---• •----t
I
t
'
•t
I
I
I
•
I
•
I
•
I
I I
I_,..,.,...,.,.,........
@ i t
Weaknesses
IDENTIFY:
• What limits or hinders you in saving up?
• How can your limitations deter from achieving your goal?

. @ q t
-•---• •----t
I
t
'
•t
I
I
I
•
I
•
I
•
I
I I
I_,..,.,...,.,.,........
@ i t
Opportunities
IDENTIFY:
•
•
What social and cultural factors can help you attain and
sustain your goal?
Who can help you in pursuing your goal

. @ q t
-•---• •--·--t
I
t
'
•t
I
I
I
•
I
•
I
•
I
I
,_...........
.
.
,
........
I
@ i t
Threats
IDENTIFY:
limit and stop you from pursuing
• What obstacles
your goal?
might

■
■■
■■
■
■■ •
■
Bonita,
during
one
your
of your classmates, passes out
rehearsal. As the leader of the
team what will you do to address the
situation?
Angela, one of your classmates,
passes out during your rehearsal.
As the leader of the team, what
will you do to address the
situation?

the ability to understand
••■
■■
something instinctively
•■
■■
■■ •■
without the need for
■• •■
■
consci•
ous reasoni•
ng.

••■
■■
•■
■■
"quick and ready insight."
■■ •■
■• •■
■

••■
■■
•■
■■
referred to as gut feeling,
sense,
■■ •■
■• •■
■
sixth sense, inner
instinct, inner voice.

••■
■■
it involves additional sensors
•■
■■
■■ •■
■• •■
to perceive and get aware of
■
the information from outside.

••■
■■
refers to gut feelings
prior
that
•■
■■
■■ •■
■• •■
are based on
■
knowledge and experiences

Fire Rescue
& INTUITIVE THINKING

Examining which vegetable to buy

emergency case
Assessing an

In these cases, one would not hesitate or delay
making decisions because these situations
need immediate action.

STRATEGIC
ANALYSIS
INTUITIVE
THINKING

STRATEGIC
ANALYSIS
starts from an idea
or concept and
moves on to what
can be associated
with it
brain-centered
hard facts, data,
instructions
needs time to finish
1«
n one or more
sittings or sessions
well-planned
INTUITIVE
THINKING
A •
A
a
■■ • focuses on the
idea or concept
and its attribu tes
heart centered
hunch, instinct,
gut feeling
spontaneou s,
qu ick , finished at
one time
unplanned
logical
mind
needed
•
•
•
•
•
•
•
•

P RA CT I CE
Decide whether each situation requires
strategic analysis or intuitive thinking.
A
in
doctor attending to the patients
the emergency room.

P RA CT I CE
A scientist finding a cure or an
infectious disease

P RA CT I CE
A group of researchers solving
climate change

P RA CT I CE
A
to
lady trying to figure out whether
bring or not an umbrella in
anticipation of rain

P RA CT I CE
A
of
mother attending to the whining
her child

THANK YOU VERY MUCH FOR
LISTENING!

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tnct lesson 4- strategic analysis and intuitive thinking.pptx