UNDERSTANDING

STRATEGIC
ANALYSIS AND
INTUITIVE THINKING
OBJECTIVES
❑ EXPLAIN STRATEGIC ANALYSIS AND INTUITIVE THINKING
A. D EFINE STRATEGIC ANALYSIS A N D INTUITIVE THINKING
B. D IFFERENTIATE K EY COMPONENTS IN STRATEGIC
ANALYSIS AND INTUITIVE THINKING
❑ APPLY INTUITIVE THINKING IN SOLVING A PROBLEM IN THE
COMMUNITY USING A MAP OF SOCIAL NETWORKS
❑ APPLY STRATEGIC ANALYSIS
 Thinking is an important part of our h u m a n experience, an d one that has
captivated p e o p l e for centuries. T h i n k i n g skills are the me n ta l activities y o u use to process
information, m a k e connections, m a k e decisions, and create n e w ideas. Yo u use your thinking
skills w h e n you try to m a k e sense of experiences, solve problems, m a k e d e c i s i o n s , a s k
q u e s t i o n s , m a k e plans, o r o rg a n i z e i n f o r m a t i o n . ( " T h i n k i n g Skills - Analytical, Critical and
Creative Thinking", 2021)

Put a check (√ ) on each blank if the following is true to you.

______1. I think several times before I do something.

______2. I often assume and it usually works.
______3. When people relay information to me, I easily believe it.
______4. I tend to believe what I read.
______5. I take responsibility to everything I hear and say.
______6. I verify and look for basis before concluding.
______7. I answer questions which I do not know.
______8. I randomly click “Like” in Facebook without any reason.
______9. I ask questions w h y I need to do m y assigned tasks.
______10. I just yield to whatever I am asked to do.
 W H A T IS IT

A s already described in the preliminary above, Aristotle described the h u m a n person

as an “rational animal” which only m e a n that w e h u m a n s are the only beings capable of
reasoning or thinking. This concept w as reiterated b y the mode rn thinker, Rene Descartes, in
his famous “cogito ergo sum” or “I think therefore I exist” which he m e a n t that w e h u m a n
b e i n g s , w h e t h e r w e liked it o r not, w h e t h e r w e c h o o s e it o r not, w h e t h e r w e d o u b t it o r
not, w e think . T h e q u e s t i o n “ w h y w e t h i n k ? ” m a y b e f u n c t i o n a l l y a n s w e r e d b y s c i e n c e s
l ik e p s y c h o l o g y, b i o l o g y a n d p h y s i c s b u t t h e question “ h o w w e think? ” brings us to the
process a n d development of our capacity to think.
Strategic Analysis a n d Intuitive T hinking Defined

S t r a t e g i c a n a l y s i s re f e r s t o a s y s t e m o r m e t h o d t h a t r e q u i r e s d e l i b e r a t e ,
abstra c t, a n d ef for tfu l t h i n k i n g t h a t b r e a k s d o w n a c o m p l e x p r o b l e m i n t o p a r t s .
Deliberate thinking emp loys a detailed examination of a problem to c o m e u p with a
solution. This involves looking at the context of the problem. The amount of time and
resources a re the pr i m ary factors in strategic analysis. T h e m o s t c o m m o n strategic
a n a l y s i s m o d e l u s e d i n d e c i s i o n -m a k i n g f o l l o w s f i v e s t e p s a s i l l u s t r a t e d i n t h e diagram
below. (Arzadon, 2018)
 1. Identify the problem 2. Analyze the problem

5. Reflect o n the o u tc o me s 3. G e n e r a t e a solution

4. Implement
the solution
 STEPS EXPLANATION
1. Identify Involves defining the problem and the factors or conditions
involved in the situation
2. Analyze Examining the variables that will change state situations, including the
potential challenges and its causes
3. Generate Setting practical, reasonable, and creative criteria and strategies to solve
the problem
4. Implement Execution of the plan
5. Assess and reflect on the outcome Draw lessons that will guide future decisions

T h e p r o c e s s a b o v e r e q u i r e s y o u t o f o l l o w a p a t t e r n t o c r e a t i v e l y a d d r e s s a situation. This
involves strategic thinking.
Another focus of this lesson is for y o u to engage in decision-ma k in g activities that will allo w y o u
to a pp ly decision m a k i n g meth o d s . Strategic analysis is relevant in a d d re ss in g y o u r p e rs o n al issues a s
a student. It m e a n s that y o u c a n a lso a n a l y z e your o w n strengths, weaknesses, opportunities, a n d
threats in order to ma k e creative strategies o r solutions in facing life challenges. In practice, a
personal S W O T ( S t r e n g t h s , We a k n e s s e s , O p p o r t u n i t i e s , T h r e a t / s ) w i l l h e l p y o u u n d e r s t a n d y o u r
p e rs o n a l issues a n d g o al s a s w e l l a s c on stru ct e ffe ctive w a y s in dealin g w i t h b o th . T h i s is illu strated
t h r o u g h t h e p e r s o n a l S W O T a n a l y s i s s h o w n o n t h e n e x t p a g e , w h i c h presents that o f a student w h o
w ish e s to finish h ig h school w i t h g o o d grades.
 S t re n g t hs We a k n e s ses
1 . W h a t v a l u e s , skills, a n d abilities 1 . W h a t l i mi t s o r h i n d e r s y o u i n
d o y o u p o ssess? getting g o o d grades?
2 . H o w c a n y o u u se these to get g o o d 2 . H o w c a n y o u r limitatio n s d e t e r
g r a des? from achieving your goal?
3 . W h a t learning strategies d o y o u
need to develop in order to achieve
your goal?
Personal SWOT
Analysis Diagram

Opportunities Threat/s
1 . W h a t social a n d cultural factors
c a n h e l p y o u a t t a in a n d s u s t a i n y o u r
goal? W h a t o b s t a c l e s m i g h t l i mi t a n d s t o p
y o u f r o m pursuing y o u r goal?
2. W h o can help you in pursuing
your goal?

Let us n o w proceed to the discussion o f intuitive thinking!

 Intuitive thinking is “quick a n d ready insight” (Webster ’s N e w Collegiate
Dictionary). It is another approach to decision-making. This is the ability
to understand something instinctively without the need for conscious
reasoning . S o m e t i m e s , it is referred to as gut feeling, sixth sense, inner sense,
instinct, inner voice, spiritual guide, etc. Intuitive thinking is affected by how one
feels and define a thing or event. Particular n o r m s a n d value systems within
a c o m m u n i t y are considered w h e n m a k i n g decisions. For example, a m o n g s o m e
indigenous people, their farmers would not touch certain places in the field like an
anthill. W h e n asked w h y they d o avoid s u c h places, they cannot cite a n y
pragmatic reason. It w a s just intuition. M a y b e they will say that nu no 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,
a n d biological health of the soil.
Intuitive decision -m a k i n g is far m o r e than u s in g c o m m o n s e n s e b e c a u s e it
involves additional sensors to perceive and get aware of the information from outside.
 In dealing with eve ryd ay life issues a n d situations, w e are
called to m a k e 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 em erg en c y 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 decisions because these situations need immediate action.
The question is n o w whether rational reasoning or intuitive
decision-making is generally better. The question is rather how both
approaches can be best combined for best results and to avoid mistakes
and prejudices.
The Ven n Diagram below shows some similarities an d differences
between strategic analysis and intuitive thinking.
 STRATEGIC
INTUITIVE
ANALYSIS
 starts f r o m a n id e a THINKING
or c o n c ep t a n d  focuses o n the
mo v e s o n to w h a t
idea or concept
c a n b e associated
with it a n d its a t t r i b u tes
logical
 brain -cen tered mind  h e a rt c e n t er ed
 h a r d facts, d a ta , needed  h u n c h , instinct,
i n s t r u ct io n s gut feeling
 n e e d s time to finish  spontaneous,
in o n e or mo r e quick, finished at
sittings o r se ssio n s one time
 well-planned  unplanned
Using Intuitive Thinking in Social Networks

E a c h p e r s o n is e n g a g e d in a variety of n e t w o r k s associated w i t h his or he r

multiple roles a n d interests in the c o mmu n ity. According to A rz ado n [Link].
(2017), these networks can be, a m o n g others, political, economic, and
sociocultural.
Your political networks are composed of relations with government officials,
student government, and c o m m u nity leaders, a m o n g others.
T h e economic networks you belong to cover the manufacturers, agents, and
sellers o f the g o o d s y o u c o n s u m e s u c h as those in stores, groceries, m a rk e ts,
a n d malls as well as m o n e y lenders.
Yo u r sociocultural o r social n e t w o r k s a re tho s e b e lo ng in g t o y o u r d a n c e
t r o u p e , c h o i r, r e a d i n g c l u b , b a n d , a r t s c l u b , o r t h e a t e r c o m p a n y. K i n s h i p ties,
neighborhood associations, friendship clubs, and veterans’ associations also
belong to the social network wherein people constantly engage in close
communication and interaction t h r o u g h visits, p h o n e calls, text m e s s a g e s , a n d
activities o f c o m m o n interest.
 Social n e two rk s a ppe a r as clusters a n d support g ro up s of people w h o
share similar interests, b a c k g r o u n d s , a n d real-life connections . T h e y are
a v e n u e s for meeting ne w friends, reuniting with old and lost friends, exchanging
gifts and favors, and developing cooperation. The community is home to this web
of interrelations and interconnections of people and institutions. C o m m u n i t y
refers to a particular geographic location with people living under the s a m e set
of laws a n d recognizing c o m m o n leaders. Studies of c o m m u n i t y linkages deal
usually w ith w h o w a s s e e n interacting with w h o m .
Another concept in the study of social ties is the center of influence. This
is the person to w h o m people gravitate around. This person w h o can give favors,
can c o m m a n d and m a k e things happen. Exa mp le s of center of influence are the
mayor, judge, b a r ang ay captain, school principal, a n d university president,
a m o n g others. His or her influence transcends the boundaries of social networks
and thus reaches o ther k i n d s o f n e t w o r k s . A center o f in f lu enc e h a s m a n y
p e o p l e a n d institutions attached to h i m o r her, thereby creating a substantial
influence in the community.