LESSON NO.

2: UNDERSTANDING LOCAL NETWORKS

OVERVIEW: This lesson is indented to us to understand the key concepts and ideas that create networks.
The underlying principles of integration that leads us to network patterns to understand the world we have
today. This will also help us to reconcile events in the past that made up the current world system were
having at the present.

NETWORK – is a particular type of relation that links certain sets of people, events, or objects.

LOCAL NETWORK – refers to 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 is the process of examining, using one’s rationality or reason, the
organizations surroundings and resources, and how they relate with each other to formulate a
strategy to meet objectives and improve performance. It is the 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. Such understanding is drawn from facts,
data, and instructions at hand.

EXAMPLE:

Strategic analysis can be done by an organization to analyze its losing performance based on data
and information about the internal profile of its employees and their capabilities and work
attitudes. It can also be done by the organization to investigate the external profile of its
surroundings, opportunities, and possible rivals.

INTUITIVE THINKING is sensing or knowing without using rational processes such as

reading facts and instructions. According to the dictionary, INTUITION is “something that is
known or understood without proof or evidence.” Simply put, intuitive thinking is 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.
 The conduct of strategic analysis involves identifying and evaluation necessary data for
formulating strategy, description of the organization’s internal and external environment, and
identification and use of certain analytical tools or methods. Basically it involves reviewing the
strengths, weaknesses, opportunities, and threats found in both the organization’s and external
environments.

In doing conducting strategic analysis, one must employ rationality and critical and logical
thinking in arriving at certain decisions. The strategy will be used to solve problems, utilize
human and material resources, and attain objectives of the organization in accordance with its
mission and vision. MISSION refers to the organization’s main

task that it wants to perform, while VISION refers to what the organization foresees itself to be
(for example, a school’s mission is to provide world – class education for all its students, while
its vision is to become a leader in academic excellence among other schools).

A person who performs strategic analysis is usually systematic and analytical and takes time to
arrive at decisions. A manager, for example, simplifies a complicated problem by breaking it
down into smaller components then solving them in a logical and integrated way. The manager
formulates a plan or strategy before plunging into action and gathers sufficient information
before making a decision.

A critical or analytical mind usually exercises strategic thinking. Samantha Howland (2013)
identified six elements of strategic thinking.

1. The ability to anticipate enables the executive 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 to
prepare them for possible threats as well as opportunities.
EXAMPLE:
a. 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. When a
garment executive spots a consumer preference for plaid print, he or she gradually reduces the
production of apparels with floral design and shifts to plaid print.
2. The ability to challenge involves raising questions instead of merely accepting information as it comes.
The purpose of raising questions is to trace the root causes of problems, to challenge existing beliefs, and
 to find out biases and possible manipulation of the situation. Probing and investigation may also be
employed.
3. The 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. The executive avoids jumping into
conclusions without sound biases.
4. The 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.
5. The ability to align enables the executive to have different divergent viewpoints, opinions, and agenda to
attain common goals and to pursue mutual interests. Open communication and dialogue will help address
the problem of misalignment and build trust leading to consensus and agreements.
6. The ability to learn is demonstrated by an executive who accepts feedback, constructive criticism, and
even failure which are altogether viewed as sources of critical and valuable insights. He or she shows
willingness to immediately return to the right course when going off track. Failures are considered
lessons for success.

Intuitive thinking involve a more spontaneous, instinctive, and unplanned processes 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.

Intuitive thinkers do certain things which others do not. Carolyn Gregorie (2014), provided in her
article “10 Things Highly Intuitive People Do Differently” some activities that intuitive thinkers
do.

1. Listening to an inner voice. They pay attention to intuition and allow it to guide them.
2. Taking time to be alone and to reflect. Spending time to in solitude is their wayof engaging in deeper
thoughts and creative thinking. It is also called “mindfulness” which is looking into one’s current
experience without making judgment.
3. Listening to their bodies. They tune in to their bodies for gut feeling and physical sensation or emotion
associated with intuition.
4. Observing everything. They take note of occurrence of odd things and keep an eye on the frequency of
coincidences, unexpected connections, and instantaneous decisions or actions done.
5. 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.
6. 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 judgment.

KEY COMPONENTS OF STRATEGIC ANALYSIS

1. COMMITTED PEOPLE. The initial step in strategic planning is getting the right people at the right
time. They are essential in effectively carrying out a strategy. These people comprise the management
staff, officers, and stakeholders. They are also called engagers.
2. LONG TERM STRATEGIC OBJECTIVES. The objectives are poised to enhance the organization’s
performance. There is a need to identify the beneficiaries (owners, stakeholders, members) who will
receive the benefit from the gains brought by improved efficiency in the operations and delivery of
services of the organization. The people involved in setting the objectives are referred to as aimers.
3. STRATEGIC ALTERNATIVES. The planning should be to derive options from brainstorming and
SWOT Analysis. 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.
(Discuss Religious Organization who wants to evangelize more and expand its membership)
4. EVALUATION AND CHOICE OF STRATEGIES. The process of formulating a strategy involves
evaluating and picking out which strategies could facilitate the attainment of long term improvements. It
should include all those revealed by the SWOT Analysis of the organization. From the evaluation of
alternative strategies, options which are superior to the current approach may be found, and change for
the organization’s improvement can be undertaken. Those who participate in searching for and selecting
strategic alternatives are called option generators.
5. MEANING OF STRATEGY IMPLEMENTATION. 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. Strategizers are those who implement and monitor the strategy. An
organization can produce semiannual and annual reports to monitor any improvements.

KEY COMPONENTS OF INTUITIVE THINKING

1. IMMEDIACY. This refers to the timing in intuitive thinking. the time involved in intuitive thinking is
quick. Decisions, actions, and solutions come up fast without planning or deliberation. Baylor quotes
George Mandler (1995), labeling immediacy as “mind popping” when thoughts, ideas, and solutions
“come to mind nondeliberately when one is engaged in some other. Usually irrelevant, train of thought.

2. SENSING RELATIONSHIP. This refers to the establishment or formulation of connections among

ideas. This is basic to intuition. The establishment of connections is associated with a person’s knowledge
that implies his or her expertise.

TWO MECHANISMS APPLIED IN ESTABLISHING CONNECTIONS AND MAKING

CONCLUSIONS:
a. INDUCTIVE REASONING which formulates connections and arrives at conclusions from the parts
to the whole or from particular to general.
b. DEDUCTIVE REASONING which formulates connections starting from general to particular or
from the whole to the parts. (the opposite of inductive reasoning).
3. REASON. Intuition involves a certain type of reasoning. Baylor quotes Nel Noddings and Paul Shore
(1984) stating that intuition and reason complement each other and “it is impossible to isolate the two
discretely and meticulously.
Element Strategic Analysis Intuitive Thinking
Logic Logical mind needed Logical mind not needed
Reason Starts from an idea or concept and moves on Focuses on the idea or concept and its
to what can be associated with it 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 Spontaneous, quick, finished at one time
or sessions
Tools SWOT Analysis, PEST Analysis, other experiences
Analytical tools
Planning Well - planned Unplanned

USING INTUITIVE THINKING IN SOCIAL NETWORKS

Each person is engaged in a variety of networks associated with his or her multiple roles and
interests in the community. These networks can be, among others, POLITICAL, ECONOMIC,
AND SOCIOCULTURAL.

⮚ Your political networks are composed of relations with government officials, student government,
and community leaders, among others.
⮚ The economic networks you belong to cover the manufacturers, agents, and sellers of the goods you
consume such as those in stores, groceries, markets, and malls as well as money lenders.
⮚ Your sociocultural networks or social networks are those belonging to your dance troupe, choir,
reading club, band, arts club, or theater company. Kinship ties, neighborhood associations, friendship
clubs, and veterans associations also belong to the social network wherein people constantly engage
in close communication and interaction through visits, phone calls, text messages, and activities of
common interest.