This document discusses critical thinking and 21st century skills needed to solve modern problems. It defines strategic thinking as conceptual, imaginative, and opportunistic thinking about future success. Intuitive thinking is quick insight based on past experience. While intuition is fast, strategic thinking systematically analyzes problems by defining objectives and plans. Both can be useful approaches, but strategic thinking ensures new data is considered. Key components of strategic thinking include analyzing strengths/weaknesses, defining purpose/vision, setting goals, and creating action plans. Intuitive thinking draws quick links between ideas based on immediacy, sensing relationships, and automatic reasoning.

1. TEACHER: MANILYN A. TINGCANG
Trends, Networks, and Critical Thinking
in the 21st Century
Quarter 1: Week 1 - Module 3

2. In the 21st century, people have to have the higher-order thinking
skills called 21st-century learning skills to solve new problems of
the modern world. Be a critical thinker is one of a kind the
higher-order thinking.

3. “To compete and win in the global economy, today’s
students and tomorrow’s leaders need another set of
knowledge and skills.

4. OBJECTIVES

5. Strategic Thinking and Intuitive Thinking Defined
Greg Githens defined strategic thinking as the individual’s capacity for
thinking conceptually, Imaginatively, systematically, and opportunistically
with regard to the attainment of success in the future.
Intuitive thinking is “quick and ready insight” (Webster’s New Collegiate
Dictionary). Intuitive decision-making is far more than using common
sense because it involves additional sensors to perceive and get aware of
the information from outside. Sometimes, it is referred to as a gut feeling,
sixth sense, inner sense, instinct, inner voice, spiritual guide, etc.

6. Strategic Thinking and Intuitive Thinking Defined
The following are some well-known people of intuition (Timeforchange.org):
Albert Einstein (Theoretical physicist who is widely considered one of the greatest
physicist of all time; best known for the theory of relativity, Nobel 7Prize in Physics
for his explanation of the photoelectric effect and “for his services to Theoretical
Physics”):
“The only valuable thing is intuition.”
“There is no logical way to the discovery of these elemental laws. There is
only
the way of intuition, which is helped by a feeling for the order lying behind
the appearance.”

7. Difference Between Strategic Analysis and Intuititive
Thinking
Intuitive thinking is just that: thoughts that arise from the back of
your mind because the situation you are dealing with has something in
common with your past experience. No one can teach you this; it must
be earned with real-world experience.
On the other hand, strategic thinking is a systematic approach to
solving problems. It begins with recognizing the problem, analyzing it
on a strategic level, defining the strategic objective, coming up with an
action plan that can satisfy that objective, evaluating the feasibility of
the operational and tactical level, enacting the plan, and evaluating the
result.

8. Difference Between Strategic Analysis and Intuititive Thinking
Can intuitive thinking and strategic thinking converge to the same course of
action? Yes, but not usually.
Which one is faster? Intuitions are lightning fast. It comes to you on the spot, or
in the morning shower the next day. You see, intuitive thinking only analyzes
existing data you already have in your brain (experience). Strategic thinking
requires you to go out and collect data you never had, then analyze it.
Which one is safer? Strategic thinking is safer because you are forced to collect
new data. Intuitive thinking relives on past experience which means it might be
working on outdated data.

9. Difference Between Strategic Analysis and Intuititive Thinking
Old people are great intuitive thinkers thanks to their years of life.
But I will not rely solely on them to make decisions for the
present and future. Rather, I prefer to approach the decision
strategically, using the intuitions of the seniors as a valuable
input only.

10. Key Components of Strategic Thinking
Components of strategic thought and action. In simple terms,
strategic thinking and/or planning consists of three phases that
identify and clarify: 1) where we are now; 2) where we want to be;
and 3) how we will get there. Six common components include: 1)
tools for analysis; 2) strategic purpose; 3) values; 4) vision; 5) key
goals; and 6) action planning. We will review each of the
components below.

11. Key Components of Strategic Thinking
1. Tools for analysis. There are a number of different tools used for
analysis in strategic conversations. The most common is the SWOT
analysis (Strengths, Weaknesses, Opportunities, and Threats). A SWOT
analysis is a helpful way for a team to begin (or continue) the conversation
about what’s working and what’s not working as well as what potentially
exciting or concerning things are happening that we need to consider as
we plan for the future.

12. Key Components of Strategic Thinking
2. Strategic purpose/mission. We will often describe strategic purpose as
clear understanding of why we exist and why that’s important. It is also
described as a team’s essential reason for existence. When everyone on a
team or in an organization understands the essential reason for existence,
the hundreds of daily decisions about work to be done--that must be made in
a complex organization--are informed and guided by that common purpose.
Without clarity around shared purpose, however, priorities are typically
chosen based on individual/personal criteria or in response to crisis. Why it
matters? Clarity of purpose, overall direction, and priority goals or objectives
is an often cited characteristic of really effective teams and organizations.

13. Key Components of Strategic Thinking
3. Vision. Vision identifies the direction of the department. It answers the
question-“If we consistently fulfilled our purpose with excellence, what
would that look like?” Vision creates a compelling picture of the team’s or
organization’s future. Teams (and team members) are more effective when
they know where they are headed—inspired by a clear, challenging, and
meaningful vision. An effective departmental vision can frame the work
that is done on a daily basis and help the members of the team move in a
common direction.

14. Key Components of Strategic Thinking
4. Key goals. “What must we accomplish to move toward the
fulfillment of our vision?” A fundamental component of any strategic
process is to identify those priorities that will move the team forward.
Key goals play the vital role of connecting the team’s ongoing work
with the broader purpose and vision because they help define where
the team is going in specific, actionable ways.

15. Key Components of Strategic Thinking
5. Action planning. A great strategy alone does not ensure success--
but the effective implementation of a great strategy does. Oftentimes,
strategic thinking and planning processes fail because leaders did not
take the time to identify “who would do what by when?.”Action planning
clarifies the ways in which our daily work will help move the goals
forward”. These include: goal statement, description of what success
would look like, three important steps toward implementing the goal,
resources needed, who needs to be involved in the successful
implementation of the three important steps, suggested champion or
owner for the goal, and potential challenges or hurdles.

16. Key Components of Strategic Thinking

17. Key Components for Intuitive Thinking

18. Key Components for Intuitive Thinking
Fig. 1. The three components of intuition: immediacy, sensing
relationships, and reasoning.
First, intuition has an element of immediacy. An important part of
the intuitive process is the timing of when the relationship is realized.
Second, intuition senses relationships. Intuitive processes draw links
and highlight patterns, formulating connections between objects or
ideas.
Third, intuition is a type of reasoning. Intuition results from a
reasoning process that lacks metacognitive control. Reasoning in
intuition proceeds automatically, immediately interpreting the present
relationship.