REVIEWER IN TRENDS, NETWORKS AND
CRITICAL THINKING IN THE 21ST CENTURY
CULTURE
MODULE 2 – LOCAL NETWORKS
NETWORK
Network - a particular type of relation that links
certain sets of people, events, or objects.
1. Local Network - interconnected
process of internal to the individual
person’s, mind, faculty, or thoughts
such as strategic analysis and intuitive
thinking that are ultimately demonstrated
in decision making.
2. Social Network - cluster/support
groups of people who share similar
interest, backgrounds, and real-life
connections.
Social Capital - value attached to social relations
and the role that cooperation and trust play to
attain expected outcomes.
Center of Influence - person to whom people
gravitate around, can give favors, can
command, and make things happen.
Ex: Mayor, School Principal, etc.
STRATEGIC ANALYSIS
Strategic Analysis - process of examining
using one’s rationality or reason, the
organizations surrounding and resources, and
how they are related which each other to
formulate a strategy to meet objectives and
improve performance.
Conduct of strategic analysis involves
identifying and evaluating necessary
data for formulating strategy, descriptions
of the organization’s internal and external
environment and use of certain analytical
tools or methods.
Involves reviewing the strengths ,
weaknesses, opportunities, and threats
found in both the organization’s internal
and external environments.
In conducting, one must employ
rationality and critical and logical
thinking in arriving at certain decisions.
Person who performs strategic analysis is
usually systematic and analytical and
take time to arrive at decisions.
Analytical thinking applied in strategic
thinking is brain centered and focused.
A critical mind doing strategic analysis always
raises these questions:
1. Does /will this make sense?
2. Why or why not?
THE STRATEGY WILL BE USED TO:
1. Solve problems
2. Utilize human and material resources
3. Attain objectives in accordance with:
➢ Mission - organization’s main tasks
that it wants to perform.
➢ Vision - what the organization’s
foresees itself to be.
SIX ELEMENTS OF STRATEGIC THINKING
1. Anticipate – to foresee and deal with in
advance
2. Challenge - involves raising questions
instead of merely accepting
information as it comes
3. Interpret – shown by testing a variety of
hypotheses as well as comparing and
contrasting certain data prior to making
decisions on particular issues
4. Decide – to make a stand with courage
and conviction despite incomplete
information at hand.
5. Align - to have different divergent
viewpoints, opinions, and agenda to
attain common goals and to pursue
mutual.
6. Learn - executive who accepts feedback,
constructive criticism, and even failure
which are altogether viewed as sources of
critical and valuable insights.
THREE PHASES OF STRATEGIC PLANNING
1. Establishing the identity of the
organization
➢ This covers the questions who or
what the organization is where
it wants to be and where it now
➢ It concerns the organization’s core
values, mission and vision,
objectives or strategic priorities,
members, and stakeholders
➢ Both external and internal
consideration are taken into
consideration
 2. Developing and Implementing an
Action Plan or Strategy to Attain
Priorities
➢ Answers the questions how the
organization will get to where it
wants to go.
➢ Concerns the goals, outcomes,
structural and financial
changes, and other initiatives of
the organizations.
3. Evaluating How the Organization
Manges its Actions Towards its
Priorities
➢ The question raised is how well
the organization knows its
performance. This needs
performance standards and
measurement such as monthly or
annual report.
ANALYTICAL TOOLS
Analytical Tools - to sharpen the focus of the
analysis, to ensure a methodical and balance
approach, and be used in making decisions.
1. SWOT
• Strengths - internal attributes that
can contribute.
• Weaknesses - internal attributes
that can obstruct.
• Opportunities - external factors
that can contribute.
• Threats - external factors that can
obstruct.
Positive Negative
Internal
S W
External
O T
2. Gap Assessment/Analysis - to
determine what has been achieved so
far by the present state of the business,
and what else ought to be done in the
attainment of new goals.
• eliminate between the target goal
and the actual performance
Gaps assessment involves the following
steps:
1. Listing of the current attributes and
achievements
2. Listing of the desired activities and
objectives
3. Determining steps and measures to
undertake and the needs to be filled to
bridge the gap between the actual
performance and the target goals within a
specific time frame.
3. PEST Analysis - surveys the bigger
environment where the organization
operate. Scans factors in the environment
affecting the existence of the organization.
To evaluate its standing in the market
(Growth or Decline)
• Political - Rules, regulations, laws,
and policies imposed by the
government. Includes stability,
peace, and order
• Economic - Purchasing power,
capital outlay, interest rates, tariff
rates, inflation, currency exchange
range, employment,
unemployment rates.
• Sociocultural - People’s
preference, needs, demographics,
attitude toward using a product or
service, cultural background.
• Technological - Technological
innovation, positive and negative
impacts on the organization
• PEST factors can be classified
opportunities or threats in
SWOT
• Accomplish the PEST Analysis
first before conducting the SWOT
4. Value Chain Analyis - promotes the idea
that an organization exists to produce
value to client; that the organization’s
reason for being is creating something
of worths to customers.
• Concerned with understanding
how the organization’s sets
activities to produce added value
and satisfy clients. (Competitive
Advantage)
• Results are utilized as basis for
planning the client’s trajectory in
the near and the far future

Conducting a VCA involves the following
steps:
1. Categorization of operation
I. Primary Activities- production,
marketing, sale, delivery of product
II. Support Activities- promotion,
advertising, customer service,
post-sales activities
2. Provide budgetary allocation - Cost
information make it possible to assess
the internal capabilities and strength of
company knowing financial standing.
3. Determine the activities that is vital to
customer satisfaction
• Important To Market Success-
mission, nature of industry, value
system of the company
KEY COMPONENTS OF STRATEGIC
ANALYSIS
1. Committed People (Engagers) - getting
the right people at the right time.
Management staff and officers and
stakeholders .
2. Long Term Strategic Objectives
(Aimers) - to enhance the
organization’s performance. There is a
need to identify the beneficiaries i.e.
owners, shareholders, members.
3. Strategic Alternatives - planning team
should be able to derive options from
brainstorming and SWOT analysis
4. Evaluation And Choice of Strategies
(Option Generators) - evaluating and
picking out which strategies could
facilitate the attainment of long-term
improvements.
5. Monitoring of Strategy Implementation
(Strategizers) - a plan for formal and
regular reporting and other measures of
plan implementation.
STRATEGIC PLANNING, therefore, is concerned
with making the organization function well in its
field and in maximizing its resources in the
pursuit of its objectives.
It is concerned with reducing, if not eliminating,
the perceived weaknesses and obstacles while
boosting identified strengths and opportunities
INTUITIVE THINKING
Intuitive Thinking - Sensing or knowing without
using rational process. Making choices and
decisions according to one’s hunch and gut
feeling.
• possesses characteristics which mostly
run in contrast to analytical thinking
• Is heart-centered, unfocused and is not
time bound
• It views many things simultaneously, is
nonlinear and is inclined toward the
concrete and the real
• It efficiently work under dynamic
conditions, under time pressure and is
instantaneous
• It works well when the observer has
gained experience in a particular
situation and is ready to act on hunches
and feeling
• It is learned through experience
Six activities that intuitive thinkers do:
1. Listening to an inner voice
2. Taking time to be alone and reflect
3. Listening to their bodies
4. Observing everything
5. Paying attention to their dreams
6. Connecting deeply with others and
staying in a positive mood
KEY COMPONENTS OF INTUITIVE THINKING
1. Immediacy - the timing intuitive thinking.
Time involved is quick
2. Reason - a certain type of reasoning
stating that intuition and reason
complement each other
3. Sensing Relationship - the
establishment or formulation of
connections among ideas
• Inductive - parts to the whole or
particular to general.
• Deductive - whole to part or
general to particular.
USING INTUITIVE THINKING IN SOCIAL
NETWORK
1. Political Network - composed of relations
with government officials, student
government, community leaders, among
others.
2. Economic Network - the manufacturers,
agents, and sellers of the goods you
consume
3. SOCIOCULTURAL NETWORK - those
belonging to your dance troupe, theater
company, kinship ties, neighborhood
association also belong to the social
network wherein people constantly
engage in close communication and
interaction.
4. Price - the cost of the product that the
consumer pays.
5. Place - where and how the product or
service is purchased by the customers.
Where the product is stored and
manufactured
6. People - anyone who comes in contact
with your customer, even indirectly.
7. Process - method where product or
service is presented to clients

Prepared by:
MARCUS JAHRED A. CARAIG

Trends, Networks and Critical Thinking in the 21st

Century Culture Teachers:
ROSALINA C. BARTE
LAURO A. AGENA JR.

While intuitive thinking is historically old and has

been use since the beginning of time, analytical References:
thinking is historically new. It is said to have been …
introduced by the Greeks, developed by the
romans, and rediscovered during the age of
enlightenment after its “disappearance” during the
dark ages in Europe

7P’S OF MARKETING MIX

1. Physical Evidence - Product
packaging, receipts, and customer
service are all physical examples. The
perception of a company’s product in the
marketplace is intangible physical proof.
2. Promotion - reaching the target
audience with the right message at the
right time. To show consumers why they
would need a certain product and the
reasons for buying it over other products.
3. Product - are commodities and
services that solve problems and satisfy
the needs of consumers.