Senior High School

Trends, Networks, and Critical

Thinking in the 21st Century
Module 3: Strategic Analysis and
Intuitive Thinking

AIRs - LM

LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

HUMSS - TRENDS, NETWORKS, AND CRITICAL THINKING IN THE 21ST CENTURY
Module 3: Strategic Analysis and Intuitive Thinking
Second Edition, 2021

Copyright © 2021
La Union Schools Division
Region I

All rights reserved. No part of this module may be reproduced in any form without written
permission from the copyright owners.

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LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

 Senior High School

Trends, Networks, and Critical

Thinking in the 21st Century
Module 3: Strategic Analysis and
Intuitive Thinking

LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

Introductory Message
This Self-Learning Module (SLM) is prepared so that you, our dear
learners, can continue your studies and learn while at home. Activities,
questions, directions, exercises, and discussions are carefully stated for you
to understand each lesson.

Each SLM is composed of different parts. Each part shall guide you
step-by-step as you discover and understand the lesson prepared for you.

Pre-tests are provided to measure your prior knowledge on lessons in

each SLM. This will tell you if you need to proceed on completing this module
or if you need to ask your facilitator or your teacher’s assistance for better
understanding of the lesson. At the end of each module, you need to answer
the post-test to self-check your learning. Answer keys are provided for each
activity and test. We trust that you will be honest in using these.

In addition to the material in the main text, Notes to the Teacher are
also provided to our facilitators and parents for strategies and reminders on
how they can best help you on your home-based learning.

Please use this module with care. Do not put unnecessary marks on
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Thank you.

LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

 Target

How does one become prudent in a culture with overwhelming information

and demands?

This chapter will present the intuitive and strategic thinking processes. It will
show how one can come up with a quick decision or conclusion without being partial
but promoting the common good. It will introduce as well the rigors of intuitive and
strategic analysis and how both could work hand in hand.

In your previous lessons, you studied about the trends and patterns of the
21stcentury. You were asked to differentiate a trend from a fad. A trend is a recurrent
phenomenon that takes place over time and gives rise to speculation on the future.
On the other hand, a fad is something such as an interest or fashion, that is very
popular for a short time.

This learning material will provide you with information and activities that will
help you understand and explain the strategic analysis and intuitive thinking.

After going through this learning material, you are expected to develop the
following objectives:

Learning Competencies:

1. Explain the strategic analysis and intuitive thinking (HUMSS_MCT12-lc-e-2);

Subtasks:

➢ Define strategic analysis and intuitive thinking; and

➢ Differentiate key components in strategic analysis and intuitive thinking.

2. Apply strategic analysis (HUMSS_MCT12- Ic-e-4); and

3. Apply intuitive thinking in solving a problem in the community using a map of

social networks (HUMSS_MCT12- Ic-e-6)

Before going on, check how much you know about this topic.
Answer the pretest on the next page in a separate sheet of paper.

In your previous learning material, you have learned about trends and fads.
In this learning material, you will learn about intuitive thinking and strategic
thinking processes. It will show how one can come up with a quick decision or
conclusion without being partial but promoting the common good. It will introduce
as well the rigors of intuitive and strategic analysis and how both could work hand
in hand.

LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

 Jumpstart

For you to understand the lesson well, do the following activities.

Have fun and good luck!

Activity 1. Let’s Recall

List down the things you do everyday, which you think are a result of
intuitive thinking or rational thinking.

Intuitive Thinking Rational Thinking

LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

 Discover

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.

He continued by saying that strategic thinking employs mental processes that

are conceptual (abstractions using analogy to translate across contexts), systematic
(composed of different components with interfaces that interact to produce intended
or emergent behaviors, pattern finding, and connecting situations that are not
obviously related), imaginative (creative and visual), and opportunistic (searching for
and grasping new processes in the orientation toward future success.

Try to create an analogy by doing the following:

1. Describe your problem in terms of a story, a symbol, a natural phenomenon, etc.

For example:” That client is like a tornado- he gets us going round and causes
nothing but destruction”.

2. After describing the problem, determine the steps to be done.

Problem: ________________________________________________________________________

Story or Symbol: _________________________________________________________________

Abstraction and Analogy:

_________________________________________________________

Creative Solution:
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________

The process above requires you to follow a pattern to creatively address a

situation. This involves strategic thinking.

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.

The following are some well-known people of intuition (Timeforchange.org):

1. Albert Einstein (Theoretical physicist who is widely considered one of the

greatest physicist of all time; best known for the theory of relativity, Nobel

LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

Prize 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.”

2. John Naisbitt (Former executive of IBM and Eastman Kodak; American

writer in the area of future studies; author of several international bestsellers
like Megatrends and Reinventing the Corporation):

“Intuition becomes increasingly valuable in the new information society

precisely because there is so much data.”

3. Alexis Carrel (French surgeon, biologist, and Nobel Prize in Physiology or

Medicine):

“All great men are gifted with intuition. They know without reasoning or
analysis what they need to know.”

“Intuition comes very close to clairvoyance. It appears to be the extrasensory

perception of reality.”

4. Henry Reed (British poet):

“Intuition is the very force of activity of the soul in its experience through
whatever has been the experience of the soul itself.”

“It is as if the intuitive sense acting through the soul is what makes the raw
events into food for the soul.”

5. Immanuel Kant (German Philosopher):

“Intuition and concepts constitute… the elements of all our knowledge, so that
neither concepts without an intuition in some way corresponding to them, nor
intuition without concepts, can yield knowledge.”

6. George Crumb (American composer of modern and avant garde music):

“In general, I feel that the more rationalistic approaches to pitch-organization,

including specifically serial technique, have given way, largely, to a more
intuitive approach.”

7. Robert Graves (English poet, scholar, and novels):

“Intuition is the supra-logic that cuts out all the routine processes of thought
and leaps straight from the problem to the answer.”

8. Lao Tzu (ancient Chinese philosopher):

“The power of intuitive understanding will protect you from harm until the end
of your days.”

LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

 9. Anne Wilson Schaef (writer and lecturer):

“Trusting our intuition often saves us from disasters.”

The question is not whether the 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.

Difference between Strategic Analysis and Intuititive Thinking

In his article, Nguyen Tran (2020) explained that intuitions are knowledge
derived from accumulated experiences. For example, experience from reading a lot of
speeches allows me to intuitively recognize the main message of the speech apart
from the jumbles of rhetorics and details.

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.

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.

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.

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.

LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

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.

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.
It’s not surprising, then, that the ability to see and articulate the bigger picture (Who
are we? Where are we headed? What do we hope to accomplish and how will we
accomplish it?) is a fundamental expectation of leadership. Many experts insist that
this skill lies at the heart of effective leadership. As Peter Drucker stated, “Culture
eats strategy for breakfast.” If your culture doesn’t work, your strategy can’t work.
Values reflect the culture of an organization. More importantly, clarity regarding
values allows the organization to tap into those values to foster a culture that
supports its purpose and vision, rather than one that undermines them. Teams can
engage in a process that clarifies organizational values and use these as a basis of
practices that strengthen team interactions and culture.

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.

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.

5. Action planning. A great strategy

alone does not ensure success--but the

LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

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.

Strategic thinking is a key skill for leaders. By understanding some of the

components involved, a leader can begin to create conversations around critical
issues and foster a shared understanding of who we are, where we are going, and
how we’ll get there.

Key Components for Intuitive Thinking

BAYLOR MODEL OF INTUITION

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.

In summary, intuition acts in the immediate future, senses relationships, and

functions through reasoning without conscious intent. Intuition is represented by
the center area of Fig. 1, where the three components overlap. The component of
sensed relationships reflects a person’s knowledge structures. The complexity of

LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

those knowledge structures determine whether a person will have access to
immature or mature intuition (Baylor, 1997). In the case of the software designer,
her expertise and correspondingly advanced knowledge structures would lead her to
realize mature intuition. Insight characterizes the overlapping region of
immediacy/relationships. Metaphors and analogies characterize the 188 A. L. Baylor
overlapping region of relationships/reason. The overlapping region of
reasoning/immediacy represents a special kind of reason that is antithetical to
metacognition. Finally, intuition will be shown to comprise the center region
consisting of the overlap of the overlapping regions of insight, metaphors and
analogies, and reasoning/immediacy.

Immediacy. The component of immediacy reflects the role of timing in

intuition. An intuition occurs immediately with no planning. The component of
immediacy is supported by the fact that a person cannot wilfully maintain herself in
the act of intuiting. Furthermore, intuiters, perform most effectively when they are
not conscious that they are in fact intuiting (Noddings & Shore, 1984). In an intuitive
mode, a person eliminates or deactivates the cognitive mediators that she uses
unconsciously. As Noddings and Shore (1984) describe, “The hallmark of the intuitive
mode is seeing without glasses, hearing without filters, touching with ungloved hand.
The immediate character of intuition does not imply accuracy, rightness, or moral
goodness. It does imply commitment and clarity”. As Schon (1982) describes, the
immediacy of intuition is reflected by its getting at truth all at once, without the time-
consuming effort of deliberation that is also a source of error. Or, Mandler (1995)
proposes the term “mind popping” to explain thoughts and solutions that come to
mind nondeliberately when one is engaged in some other, usually irrelevant, train of
thought.

Sensing Relationships. How is it that we see relationships and formulate

connections between objects, concepts, ideas? A music composer formulates a series
of notes of a certain pattern to make music. A designer selects a key piece of furniture
to complement the decor. The component of sensing relationships reflects the
formulation of connections, an intrinsic property of intuition. This formulation of
connections is based upon a person’s knowledge structures which reflect his/her
level of expertise.

The Interplay of Reason with Intuition. Intuition and traditional reasoning

comprise a unique and paradoxical relationship. As a whole. Intuition as a concept
is in contrast with anlytical reasoning, as described earlier. Furthermore, the
development of intuition is in contrast to the metacognitive development that
facilitates coordinating theory and evidence (Kuhn, 1989) Yet while intuitive thinking
contrasts with anlytical reasoning, intuition involves a particular type of reasoning.
In analytical reasoning, the person moves from a postulate toward what can be
derived from it, in contrast, with intuitive thinking, the person may return to the
postulate itself and evaluate acceptance of it and consider alternatives. Analytic
thinking is directed by concepts they have attached to the object whereas intuitive
thinking keeps returning to the object. Consider their following example where
subjects are presented an ordinary brick and asked to list as many uses for it as they

LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

think of in a limited time interval. A subject operating analytically might first
associate a brick with building:

What can I build with it? He might ask. His list would be constructed from his
consideration of the concept “build”. Use it to level a short table leg; use it to support
a shell; build a tower of it and other objects.

Explore

Here are some enrichment activities for you to work on to master and
strengthen the basic concepts you have learned from this lesson.

Activity 1: Operational Definition of Terms

Directions: In your own words, define the following terms based on your own
understanding. Write your answer on a separate sheet of paper.

Instuitive thinking:
__________________________________________________________________________________
__________________________________________________________________________________

Strategic Analysis:

__________________________________________________________________________________
__________________________________________________________________________________

Assessment 1.

Directions: Answer the question briefly. Use another sheet of paper for your answer.

Why do people prefer to approach the decision strategically, using the intuition as
valuable input only?

__________________________________________________________________________________

__________________________________________________________________________________

LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

 Essay Rubric
Category/Score 5 4 3 2
The main The main The main The ideas are
ideas are ideas are ideas are not clear and
clear, well clear but are somewhat not
supported by not well clear, but not presented in
detailed and supported by presented in a logical
accurate detailed a logical order
Content/Idea/
information information order
Organization
and and
presented in somewhat
a logical presented in
order a logical
order

Activity 2: The Venn Diagram

Directions: Using the VENN Diagram, compare and contrast strategic analysis and
intuitive thinking. Inside the overlapping area, write the similarities (what they have
in common) of strategic analysis and intuitive thinking. In the areas that are not
overalapping, write all the differences or contrasts, between the two thought
processes. Use another sheet of paper for your answer.

INTUITIVE STRATEGIC
THINKING ANALYSIS

Assessment 2.

Directions: Study the completed Venn Diagram. Answer the question briefly.

What is the difference between intuitive thinking and strategic analysis?

__________________________________________________________________________________
_________________________________________________________________________________.

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LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

 Essay Rubric
Category/Score 5 4 3 2
The main The main The main The ideas are
ideas are ideas are ideas are not clear and
clear, well clear but are somewhat not
supported by not well clear, but not presented in
detailed and supported by presented in a logical
Content/Idea/ accurate detailed a logical order
Organization information information order
and and
presented in somewhat
a logical presented in
order a logical
order
Activity 3: Read Me, Understand Me!

Directions: While we discover how to become an intuitive or strategic thinker, let us

come across the three types of thinkers. Understand what you are reading.

Uncritical, Selfish, and Fair-minded Critical Thinkers

Paul, Blinker, and Well

A basic though abstract, explanation for the differences between uncritical,

selfish critical, fair-minded critical persons is given in the following brief
characterizations:
1. Uncritical persons are those who have not developed intellectual skills; persons
who are naïve, conformist, easily manipulated, often inflexible, easily confused,
typically unclear, narrow-minded, and consistently ineffective in their use of
language. They may have a good heart, but they are not able to skillfully analyze the
problems they face so as to effectively protect their own interest.
2. Selfish persons are skilled thinkers who do not genuinely accept the values of
critical thinking: persons who use the intellectual skills of critical thinking selectively
and self deceptively to foster and serve their vested interest (at the expense of truth).
They are typically able to identify flaws in the reasoning of others and refute them
and back up their own claims with plausible reasons: by doing so, they have not
learned how to reason emphatically with points of view with which they disagree.
3. Fair-minded critical persons are skilled thinkers who do accept and honor the
values of critical thinking; persons who use the intellectual skills of critical thinking
to accurately reconstruct the strongest versions of points of view in conflict with their
own and to question deeply their own framework of thought. They try to find and
correct the flaws in their own reasoning and to be scrupulously fair to those with
whom they disagree.

Let us meet them!

Naïve Nancy, Selfish Sam, and Fair-minded Fran

First, meet the Naïve Nancy. Here is what she might say about herself (if she
could clearly see how she uses thinking to deal with the world).

“I don’t need to think! I understand everything without thinking. I just do

whatever occurs to me to do. I believe most of what I hear. I believe most of what I
see on TV. I don’t see why I should question either. And I don’t need to waste a lot of

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LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

time trying to figure things out. Why should I, when someone will figure things out
for me if I wait long enough? It’s a lot easier to say “I can’t!” than to do a lot of work.
My parents and my teachers take care of me when I can’t take care of myself. The
other day, I was having trouble with my Math homework and started to cry, so my
father did it for me. My parents give me a lot of help. It’s easier that way. I do what
I’m told, keep my mouth shut, and go along with whatever my friends decide. I don’t
like to make waves. Thinking gets you into trouble.”

Next, meet Selfish Sam. Here is what he might say (if he could clearly see how
he uses thinking to deal with the world):

“I think a lot! It helps me trick people and get what I want. I believe whatever
I want to believe, whatever gets me what I want. I question anyone who asks me to
do what I don’t want to do. I figure out how to get around my parents. I figure out
how to get other kids to do what I want them to do. I even figure out how to avoid
thinking if I want. Sometimes I say “I can’t!” when I know I couldn’t but don’t want
to. You can get what you want from people if you know how to manipulate them.
Just the other night, I got to stay up till 11:00 PM by arguing with my mother about
bedtime. It helps me to tell people what they want to hear. Of course, sometimes
what they want to hear isn’t true, but that doesn’t matter because you only get into
trouble when you tell people what they don’t want to hear. You can always trick
people if you know how. Guess what! You can even trick yourself if you know how.”

Next, meet Fair-minded Fran. Here is what she might say (if she could clearly
see how she uses thinking to deal with the world):

“I think a lot. It helps me to learn. It helps me figure things out. I want to

understand my parents and playmates. In fact, I even want to understand myself
and why I do things. Sometimes I do things that I don’t understand. It’s not easy
trying to understand everyone and everything. Lots of people say one thing and do
another. You can’t always believe what people say. You can’t believe a lot of what you
see on TV. People often say things not because they mean them, but because they
want to make things better for everyone, not just for me and my friends. To
understand other people, you have to look at things as they do. You have to put
yourself in their shoes. The other night, I got mad at sister because she wanted to
watch a TV program that was at the same time my favorite show was on. I didn’t
want to let her until I realized that she needed to watch her program to do some
homework for school. I knew then that it wouldn’t be fair of me to insist on my show,
since she did have to do her homework for school. It isn’t easy to be fair. It’s a lot
easier to be selfish and just think about yourself. But if I don’t think about others,
why should they think about me? I want to be fair to others because I expect everyone
to be fair to me.”

The distinction between uncritical thinking and critical thinking, on the one
hand, and between selfish and fair-minded critical thinking on the other hand,
underlie our whole approach to critical thinking. It highlights the danger of focusing
on critical thinking skills alone, independent of critical thinking values.

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LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

Assessment 3: Think, Wonder and Write

Directions: Answer the question briefly. Use another sheet of paper for your answer.

Q.1. Do you see any similarities with your friends or neighbors?

_________________________________________________________________________________
_________________________________________________________________________________
__

Q.2. Do you see yourself in any of the above hypothetical characters? Why? Why not?
__________________________________________________________________________________
_________________________________________________________________________________.

Essay Rubric
Category/Score 5 4 3 2
The main The main The main The ideas are
ideas are ideas are ideas are not clear and
clear, well clear but are somewhat not
supported by not well clear, but not presented in
detailed and supported by presented in a logical
Content/Idea/ accurate detailed a logical order
Organization information information order
and and
presented in somewhat
a logical presented in
order a logical
order

Activity 4: Read, Highlight, Define, Answer

Directions: After reading the following article, highlight the unfamiliar words. List
them and find the meanings using any dictionary. Answer the questions at the end
of the article. Use a separate sheet of paper for your answers.

Substandard Strategic Thinking

by Mark Beeson

Of all the questions that have emerged about the future make-up of Australia’s
new submarine fleet, one has been conspicuous by its absence: Do we actually need
them in the first place?

No doubt, strategic hardheads will dismiss such a question out of hand, but
it is worth thinking about the supposed necessity and benefits of what will be
Australia’s largest ever defense investment. If any other arm of government were
proposing to spend A$20 billion of taxpayers’ money, they would be expected to have
an extremely compelling rationale for such expenditures.

Significantly, however, defense is generally immune from such scrutiny,

despite a woeful record of cost blowouts on hardware of questionable value. Issues
of “national security” are, it seems, non-negotiable and their strategic logic is simply
tacitly assumed and unjustified. Governments, we are constantly reminded, have no

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LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

higher responsibility than the security of the nation. Perhaps so, but the best way to
do that is far from self-evident.

The principal justification for the new subs is their supposed deterrent effect,
as no less a strategic expert than the treasurer Joe Hockey assured us. Yet who are
they supposed to deter? Certainly not our Southeast Asian neighbors who lack the
capacity to provide the sort of strategic threat to which submarines would be realistic
response.

More importantly, they --like us – have more important domestic security

concerns on which to spend such eye-watering sums of money.

China is the only credible regional concern, even if it is impolite to say so.
Would China immediately start drawing up invasion plans once they heard we had
decided not to update the submarine fleet? The question is preposterous and
overlooks the changed nature of the international system, the logic of war, to say
nothing of actually getting here.

More “realistically”, could China threaten to cut us off from the rest of the
world by threatening our supply routes? Perhaps so. But what would the world look
like if such a decision actually made sense to Chinese, or anyone else for that matter?
And would our submarine fleet to stop them? The reality is that it is difficult to
imagine a set of circumstances where the possession of 12 (or 20) submarines would
decisively, unequivocally determine the behavior of any other power.

Apart from anything else, it is inconceivable that Australia would be facing

such a threat alone. Even a relatively diminished America would not look with
equanimity on such developments and Australia’s actions in isolation would not be
decisive.

More pointedly, it is widely considered that submarines are losing many of the
supposed advantages and deterrent threats they were once assumed to have.
Submarines – and our equally expensive new fighter planes—are becoming easier for
a potential enemy to find and eliminate as a consequence of new technologies. As
Brian Toohey has pointed out:

Defense planners are ignoring how rapid advances in data-processing speeds

and sensors will make it much easier to detect and destroy the supposedly stealthy
new submarines and F-35 fighter planes Australia’s military security will rely on for
another 40 or 50 years.

In other words, by the time the new subs are built, they risk being outdated
white elephants—even in the unlikely event that they actually operate as promised.
As the Collins class saga reminds us, there is absolutely no guarantee of that.

Am I suggesting, therefore, that we “freeload” on the defense efforts of others?

Yes, that is precisely what I am suggesting. If the region, much less the world, is ever
to escape the perils of a ruinously expensive “security dilemma” in which each state
endlessly ramps up in its defense spending in a futile effort to maintain strategic
superiority, then we will have to think of new ways to organize our collective defense
against things that actually do threaten our individual security.

It hardly needs to be pointed out that the new subs will not exactly be in the
forefront of the response to global terrorism, illegal immigrants, or the more

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plausible, low-level threats to Australia’s security—and everyone else’s, for that
matter. Nevertheless, we are preparing to make the biggest defense outlay in the
history of the country on something that is impossible to imagine being used in
defense of the nation. To which the conventional response is. “But we cannot take
chances with national security.”

Great job! You have understood the lesson. Are you ready to summarize?

Deepen

Activity 1. Picture Analysis

Directions: Study the picture for 2 minutes and then answer the questions provided.
Use a separate sheet of paper for your answer.

Salt

SA

Black Ant Illustrations, Royalty Free Vector Graphics & Art

Rommel, a five-year-old boy, put a label “Salt” into a jar of sugar. Actually, he
has been observing it almost every day because many ants are invading the jar.

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LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

Assessment:

Directions: Answer the questions briefly. Use another sheet of paper for your
answer.

Q. 1. Why do you think Rommel has labeled the jar of sugar “Salt”?

__________________________________________________________________________________
__________________________________________________________________________________

Q. 2. What thinking process did he use? Intuitive or strategic? Why?

__________________________________________________________________________________
__________________________________________________________________________________

3. What is lacking in his problem-solving?

__________________________________________________________________________________

Essay Rubric
Category/Score 5 4 3 2
The main The main The main The ideas are
ideas are ideas are ideas are not clear and
clear, well clear but are somewhat not
supported by not well clear, but not presented in
detailed and supported by presented in a logical
Content/Idea/ accurate detailed a logical order
Organization information information order
and and
presented in somewhat
a logical presented in
order a logical
order

Activity 2. Intuitive Thinking/Strategic Analysis in Problem Solving!

Directions: What will you do in the following circumstances? Apply your intuitive
thinking and strategic analysis in solving the problem using a map of social
networks. Use a separate sheet of paper for your answers.

1. During natural disasters (flash floods or strong typhoon)

__________________________________________________________________________________
__________________________________________________________________________________

2. Fire in a certain place

__________________________________________________________________________________
__________________________________________________________________________________

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LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

3. Arrival of unexpected person
__________________________________________________________________________________
__________________________________________________________________________________

4. Surprise class recitation

__________________________________________________________________________________
__________________________________________________________________________________

5. Wallet is suddenly lost

__________________________________________________________________________________
__________________________________________________________________________________

6. Coming home very late at night

__________________________________________________________________________________
__________________________________________________________________________________

7. Coming to class unprepared

__________________________________________________________________________________
__________________________________________________________________________________

8. Meeting a very popular person

__________________________________________________________________________________
__________________________________________________________________________________

9. Helping a helpless individual

__________________________________________________________________________________
__________________________________________________________________________________

10. Getting lost

__________________________________________________________________________________
__________________________________________________________________________________

Rubric for Evaluating Intuitive Thinking and Strategic Analysis

4 3 2 1 0
Meets Meets Approaching Minimal No attempt
standards at standard standards understanding
a high level
The student The student The student The student No evidence of
provides provides demonstrates demonstrates attempting
correct mostly correct some correct some evidence the task.
solutions and solutions and thinking of intuitive
strategies. strategies about thinking, but
with minor solutions and shows little
errors. strategies. understanding.
The student The student The student The student No evidence of
explains and explains and explains and offers little attempting
justifies justifies justifies explanation of the task.

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LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

 his/her his/her his/her his/her
thinking thinking. thinking, but thinking or
thoroughly it may be hard what is offered
and clearly. to follow. does not make
sense.

Activity 3. Graphic Organizer

Directions: Examine how the map of social networks can be used to introduce
creative solutions to a particular problem in the school community. Think of a certain
school community problem and analyze it using intuitive thinking. Think of how the
following social networks can help solve the problem using creative solutions:

A. Political

B. Cultural

C. Economic

D. Kinship Ties

Rubric for Evaluating Graphic Organizer

4 3 2 1 0
Meets Meets Approaching Minimal No attempt
standards at standard standards understanding
a high level
The student The student The student The student No evidence of
provides provides demonstrates demonstrates attempting
correct mostly correct some correct some evidence the task.
solutions and solutions and thinking of intuitive
strategies. strategies about thinking, but
with minor solutions and shows little
errors. strategies. understanding.
The student The student The student The student No evidence of
explains and explains and explains and offers little attempting
justifies justifies justifies explanation of the task.
his/her his/her his/her his/her
thinking thinking. thinking, but thinking or
thoroughly it may be hard what is offered
and clearly. to follow. does not make
sense.

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LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

 Gauge

Directions: Read each item carefully. Choose the letter of the correct answer. Use a
separate sheet of paper for your answer.

1. Intuitive thinking and strategic thinking processes help us come up with a quick
decision or conclusion without being partial but promoting the common good. Which
of the following best describes an intuitive thinking?

A. It applies all cognitive processes in the orientation in the future.

B. It employs mental processes that are conceptual, systematic and

opportunistic.

C. It is far more than using additional sensors to perceive and get aware of the
information from outside.

D. It is the individual’s capacity for thinking conceptually, imaginatively,

systematically and opportunistically to attain success in the future.

2. Which of the following statement describes the intuitive thinking?

A. It is quick and ready insight.

B. It is a systematic way of thinking.

C. It applies cognitive process to solve problems.

D. It is a logical way of thinking to the discovery of elemental laws.

3. How did Albert Einstein, a theoretical physicist who is considered one of the
greatest physicist of all time, describes intuition?

A. The power of intuitive understanding will protect you from harm until the
end of your days.

B. Intuition comes very close to clairvoyance; it appears to be the extrasensory

perception of reality.

C. Intuition is the supra-logic that cuts out all the routine processes of thought
and leaps straight from the problem to the answer.

D. There is no logical way to the discovery of these elemental laws and there is
only the way of intuition, which, helped by a feeling for the order lying behind
the appearance.

4. Lao Tzu, an ancient Chinese philosopher describes intuition as which of the

following statements?

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LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

 A. The power of intuitive understanding will protect you from harm until the
end of your days.

B. Intuition comes very close to clairvoyance; it appears to be the extrasensory

perception of reality.

C. Intuition is the supra-logic that cuts out all the routine processes of thought
and leaps straight from the problem to the answer.

D. There is no logical way to the discovery of these elemental laws and there is
only the way of intuition, which, helped by a feeling for the order lying behind
the appearance.

5. Both the intuitive and strategic thinking processes help one to come up with a
quick decision or conclusion without being partial by promoting the common good.
What is the difference between them?

A. Intuitive thinking is a slow process while strategic thinking is lightning fast.

B. Intuitive thinking is safer because it relives on past experience which means

it might be outdated data.

C. Intuitive thinking is just that: thoughts that arise from the back of your mind
while strategic thinking is a systematic approach to solving problems.

D. Intuitive thinking requires you to go out and collect data you never had, then
analyze it while strategic thinking only analyzes existing data you already
have in your brain.

6. Which is a safer approach to problem solving, intuitive thinking or strategic

thinking and which could be the best explanation?

A. Intuitive thinking is safer because thoughts will just arise from the back of
your mind.

B. Strategic thinking is safer because you are forced to collect new data you
never had, then analyze it.

C. Intuitive thinking because it only relives on past experience which means it

might be working on outdated data.

D. Intuitive thinking is safer because your intuitions are knowledge derived

from accumulated experiences.

7. They say that this thinking process is better than the other in solving problems.
Which do you think is the better thinking process and what could be the possible
explanation for that?

A. Strategic thinking because it uses intuitions derived from accumulated

experience.

B. Intuitive thinking because the situation you are dealing with has something
in common with your past experience.

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LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

 C. Intuitive thinking because you solve problems based on your past experience
which is similar to the present situation.

D. Strategic thinking because you have to collect data, then analyze it to come
up with a sound decision and use intuitions as a valuable input only.

8. Which is NOT true about intuitive thinking and strategic analysis?

A. Intuitive thinking can be as powerful as analysis.

B. Intuitive thinking and strategic thinking work hand in hand.

C. Intuition can work advantageously in challenging trends of the 21st century.

D. Intuitive thinking and strategic thinking always combine to the same

course of action.

9. While we discover how to become an intuitive or strategic thinker, let us come

across the three types of thinkers: uncritical, selfish critical, fair-minded critical
persons. Who are the uncritical persons?

A. They are skilled thinkers who do not genuinely accept the values of critical
thinking.

B. Persons who have not developed intellectual skills, too naïve, conformists
and easily manipulated.

C. They are skilled thinkers who do accept and honor the values of critical
thinking.

D. Persons who try to find and correct the flaws in their own reasoning and to
be fair to those whom they disagree.

10. Which of the following could a selfish person might say if he could clearly see
how he uses thinking to deal with the world?

A. I don’t need to think! I understand everything without thinking. I just do

whatever occurs to me to do.

B. I think a lot! It helps me trick people and get what I want. I figure out how
to get other kids do what I want.

C. I think a lot! I want to understand myself and why I do things. Sometimes

I do things that I don’t understand.

D. I think a lot! It helps me to learn. It helps me figure out things. I want to

understand my parents and my playmates.

11. Which of the following could an uncritical person might say if he could clearly
see how he uses thinking to deal with the world?

A. I don’t need to think! I understand everything without thinking. I just do

whatever occurs to me to do.

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LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

 B. I think a lot! It helps me trick people and get what I want. I figure out how
to get other kids do what I want.

C. I think a lot! I want to understand myself and why I do things. Sometimes

I do things that I don’t understand.

D. I think a lot! It helps me to learn. It helps me figure out things. I want to

understand my parents and my playmates.

12. Anne Wilson Schaef believed that trustng our instuition often saves us from
disaster. What will you do during natural disasters like flash floods or
supertyphoon?

A. Secure your area and keep yourself locked inside your house.
B. Watch your favorite TV sitcom with your family to keep you calm.
C. Remain calm and follow instructions of local authorities and emergency
services.
D. You go to a nearby grocery store and buy basic supplies that will sustain
you for a month.
13. You were asked to buy prescription medicine for your sick mother. When you
were at the pharmacy you took the prescription from your bag and asked the
pharmacist for his assisstance. When you looked for your wallet, you couldn’t
find it. What was the first thing that you did?

A. Checked your bag.

B. Called your mother for help.

C. Reported to the guard that your wallet was stolen.

D. Became hysterical and blamed the one standing beside you at the
pharmacy.

14. Why was Australia’s new submarine fleet said to be substandard strategic
thinking?

A. Strategic planners ignore the real threat to the security that is already
upon them which directly threatens their lives and livelihood.

B. Strategic planners think about the necessity and benefits of what will be
Australia’s largest ever defense investment.

C. The justification for the new subs is their supposed deterrent effect, as
no less a strategic expert than the tresurer assured them.

D. Strategic planners did not consider all important aspects of planning and
do not want to explain the rationale for such huge expenditures.

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LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

15. Using your intuitive thinking how will the politicians, particularly the barangay
officials help the school in the implementation of the School Operational Learning
Continuity Plan (SOLCP) amidst this world health crisis or pandemic?

A. They will facilitate the distribution of relief goods to their people.

B. They will strictly monitor the whereabouts of the parents and students.

C. They will serve as trainers/tutors of some students at home during their

online distance learning.

D. They will coordinate with the school officials in the distribution of learning
modules to the students.

Great job! You are almost done with this learning material.

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LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

Answer Key

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LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

References

Printed Materials
Kuhn, D (1989) . Children and adults as intuitive scientists. Psychological Review,
96, 674-689.

Mangiduyos, Gladys P. (2017). Trends, Networks, and Critical Thinking in the 21 st

Century. 1st Edition, pp. 49-63.

Mandler, G. (1995) Origins and consequences of novelty. In Smith, Waed, & Finke
(Eds.) The creative cognition approach (pp.9-25), Cambridge, MA: The MIT
Press.

Noddings, N. & Shore, P. (1984). Awakening the inner eye: Intuition in education.
New York, NY: Teachers College Press.

Schon, D. (1982). Intuitive thinking. Strauss (Ed.). U-shaped behavioral growth (pp.
227-247). Academic Press: New York.

Websites
http://amybaylor.com/Articles/1997NIP.pdf.

https://www.istockphoto.com/illustrations/black-
ant?mediatype=illustration&phrase=black%20ant&sort=mostpopular.

https://strategicthinkingcoach.com/2013/01/ on September 22, 2020.

http://training.hr.ufl.edu/resources/LeadershipToolkit/job_aids/strategic_thinkin
g.pdf.

http://timeforchange.org/definition-of-intuition-intuitive.

https://www.quora.com/What-is-the-difference-between-strategic-analysis-and-
intuitive-thinking?top_ans=119119909.

https://www.hr.ufl.edu/training © University of Florida Values.

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LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3

 For inquiries or feedback, please write or call:

Department of Education – SDO La Union

Curriculum Implementation Division
Learning Resource Management Section
Flores St. Catbangen, San Fernando City La Union 2500
Telephone: (072) 607 - 8127
Telefax: (072) 205 - 0046
Email Address:
launion@deped.gov.ph
lrm.launion@deped.gov.ph

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LU_Trends, Networks, and Critical Thinking in the 21 st Century _Module3