Republic of the Philippines

DEPARTMENT OF EDUCATION
Region I
San Fernando City
La Union

Q1 – MODULE - 2

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 MODULE IN TRENDS, NETWORKS AND CRITICAL
THINKING IN THE 21ST CENTURY
GRADE 12
(QUARTER I, WEEK 3)

MELC: Explain strategic analysis and intuitive thinking

• Define strategic analysis and intuitive thinking
• Differentiate key components in strategic analysis and intuitive
thinking.

 K to 12 BEC CG: (HUMSS_MCT12-Ic-e-2 • HUMSS_MCT12-

Ic-e-1 • HUMSS_MCT12- Ic-e-5)
Objectives:
1. Demonstrate an extensive knowledge of strategic analysis and intuitive thinking
creatively through an output.
2. Critically compare and contrast intuitive thinking and strategic analysis.
3. Applying both strategic analysis and intuitive thinking while doing objectives 1 & 2.

INTRODUCTION AND LESSON PROPER:

Intuitive Thinking

Even now, intuitive thinking is a mystery to the world of science. However, we’ve
managed to make some progress and get a better understanding of this fascinating, unpredictable
part of our brains. It’s somewhere between emotions and rationality, which is exactly why it’s so
mysterious.

Intuitive thinking is basically the kind of thinking that helps you understand reality in the
moment, without logic or analysis. There’s no language involved in it, either. It’s entirely about
signs and sensations. Most of the time, it goes against whatever we might think of as “rational”.

According to science, intuitive thinking happens in a region of our brain close to the
pineal gland. In other words, it lines up with the middle of your forehead, between your
eyebrows. You can’t use intuitive thinking whenever you want, though. It only shows up in
“moments of inspiration”. Plus, it really works. It’s what some people call doctors’ “clinical eye”
or being a “visionary”.

The 4 Types of Intuitive Thinking

Emotional intuitive thinking. This has to do with your ability to immediately pick up on other
people’s personality traits or emotional states. You can see who they are, or how they are,
without them having to say anything.
Mental intuitive thinking. This is about finding an immediate answer to a problem, without
analyzing it. It’s very common in people with jobs that require quick decisions, like firefighters
or bomb technicians.
Psychic intuitive thinking. This means having the ability to choose the best path to overcome a
personal difficulty, without putting much mental effort into it. It also means being able to pick up
on social and work-related dynamics.
Spiritual intuitive thinking. This has to do with states of enlightenment” or “revelations”.
They’re more of an experience than a fact. Buddhists talk about this kind of intuition more than
anyone else, which has given it a mystical quality.

Strategic Thinking

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In its simplest form, strategic thinking is an ability to plan for the future. It’s the capacity to
prepare strategies and conjure ideas that will both cope with changing environments and consider
the various challenges that lie ahead. Candidates that possess strategic thinking skills will be
seen as top talent, and it’s a quality that makes many managers, directors and executives the
successful leaders they are.

4 key qualities of strategic thinkers

Bring to your mind a professional leader you admire. Have you chosen them because of their
innovation, intelligence or ability to engage audiences? Or maybe you like their capacity to
critique process and procedure while still being receptive to feedback and change? If your model
leader possesses any of the above qualities, they’re a strategic thinker. Here are four qualities
that all strategic thinkers possess, and continue to work on throughout their lives:

They’re always learning

Strategic thinking skills are developed by committing to constant learning and self-improvement.
Whether it’s learning from their own experiences, the experiences of others, books,
presentations, networks, conferences or junior colleagues, strategic thinkers don’t dismiss any
potential sources of education.

They always seek advice from others

In the spirit of being able to prepare for the future and make constant improvements, strategic
thinkers welcome feedback and advice from others. They test ideas and concepts and ensure that
criticisms are examined and incorporated where relevant. This process makes their plans and
strategies as robust and steadfast as possible.

They’re not afraid to take risks

Great strategic thinkers understand that professional excellence doesn’t always emerge from a
cookie-cutter approach. After careful consideration, they take risks on new ideas, innovative
solutions and unique pitches, prepared for both success and failure, and always willing to learn
from their mistakes.

They never forget organisational purpose

Whether a business builds intuitive websites for clients or sells diverse share portfolios, strategic
thinkers will never neglect their purpose or people. If the strategic thinking and planning doesn’t
revolve around these two key elements, it has failed to be strategic at all.
Improving your strategic thinking skills

It should be clear by now that strategic thinking is immensely valuable for progressing your
career, but that it also has wide application in your personal life. It’s a skill that enables you to
plan and apply reason to many challenges that you face, always seeking the best and most
effective solution. So how do you get it? Start working on these areas to enhance your strategic
thinking skills, no matter what role or industry you’re in.

Be proactive
Understanding that strategic thinking is all about being prepared for the future, take initiative and
do things before you’re asked to, or you need to respond reactively. Did you obtain extra copies
of a board report in anticipation of those who have not provided an RSVP? Have you been
backing up all the departments key files onto an additional source in case of system crash? If so,
you tick the proactive box, and keep up the good work.

Understand counter arguments

It would be rare for a strategic thinker to believe that their ideas, and their ideas alone, were
always right. Developing an understanding and appreciation of opposing ideas, opinions,
arguments or positions will develop your strategic thinking skills by creating an understanding of
the whole picture. The more you explore alternative arguments, the easier you’ll find seeing
projects and ideas holistically will become.

Constantly optimise
No matter what project or piece of work you’re tasked with, always look for ways to optimise
and improve what you produce. Strategic thinking is all about being able to recast strategy and
reset direction; being adaptable and ambitious simultaneously. Make sure everything you work

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on, from a social media report, to a team presentation, to a market research paper generates
maximum value.

Keep up-to-date with news and trends

Join networks, read widely, engage with employees from different teams in your organisation
and look for clues of upcoming trends and concepts everywhere you can. Understand how your
role works not just in the context of your workplace, but more broadly in businesses across
Australia, or even globally. Seek out mentors and experts who can share their own experiences
and tips for keeping on top of the most important and current ideas relevant to you.
Strategic thinking is an ability to envisage new solutions to old problems, and to constantly
reinvent your point of view in a way that is unique, and benefits the purpose of your
organisation. It’s a key skill required if you have any intention of climbing the corporate ladder,
so start work on your strategic thinking skills today.

Rational and Intuitive Thinking

As human beings, we have two amazing gifts – the ability to think rationally and the ability to
think intuitively. When I reflect on these two forms of thought, I concluded that rational and
intuitive thinking are often in a state of conflict and are often misapplied. I use my rational mind
to solve problems that in reality only intuitive thinking can solve, and vice-versa, when rational
thinking is better suited for the problem at hand, I often deny what the rational brain is telling me
and grope instead for an intuitive solution that, while incorrect, assuages my soul, with the stark
result that all I accomplish is “non-thinking.” What really is the right place for both of these
modalities of thought?

I find that rational thinking is most appropriate when a life situation has presented all the facts
and there is a clear understanding of the consequences of a word or deed – there is no ambiguity
or unknown. The rational mind can clearly say “if A, then B.” Because the world has a certain
order and predictability, the rational mind can make reasoned decisions founded on the trust of
this external order and predictability. However, when faced with the unknowable, the rational
mind refuses to let go–it struggles to “rationalize” an action by seeking more and more
information that might help in making a decision based on the facts that it gathers, denying that
the consequences of our action is, by definition of the circumstance, truly unknowable.

Intuitive thinking is most appropriate when the consequences of our words and actions are
unknown—there is nothing that the rational mind can grasp hold of because the result of our
actions is unknowable. When faced with the unknown consequences of a decision, intuitive
thinking must rely on feeling, feelings which are often scary, muddled, and confusing. While
the rational mind can come to a sound conclusion by “gathering the facts”–an external process–
the intuitive mind must make an inner journey into the soul, must become vulnerable and open to
insights whose conclusions rest on the foundation of an inner sense of trust.

Rational and intuitive thinking are often in conflict—I experience this very clearly in the poker
game, where the rational mind can easily calculate whether making a bet, based on my cards, the
amount of money in the pot, and the amount of my bet, is statistically, if it were played out a
thousand times, a winning bet. My intuitive thinking often likes to scream “oh, but I know I will
be lucky!” The difference between a gambler and a skilled poker player becomes one where the
rational mind prevails, allowing the intuitive mind to have its say only in the broader scope of the
entire game, not just the hand. It becomes a balance—when the rational mind realizes that in
order to survive the game, I must “make a move”, it can give the reigns over to the intuitive mind
to determine when, against rational odds, to make that move.

We live comfortably in the world of rational thinking because trust is easy – there’s a guaranteed
predictability that we can rely on. Intuitive thinking, so necessary when faced with the unknown
consequences of our actions, requires an inner trust, which in my experience we are ill-prepared
for. It seems to me that teaching our children and ourselves how to develop a sense of inner trust
has been eroded by a culture that has, over the last 100 years, promoted technological / scientific
solutions to almost every problem. Without that sense of inner trust, we lack faith in ourselves.
Even worse, we place that faith in someone/something else, someone that says “if A then B” and
allows the rational mind to take charge when, in reality, that someone or something that says “if
A then B” is no more knowing of the consequences than we are. And so, rather than saying “I
don’t know, let’s figure this out intuitively” we, out of our self-distrust, miss opportunities for a
deeper understanding.

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Inner trust is a hard road, requiring time for contemplation, requiring the development of skills to
even know how to contemplate, how to listen to ourselves, our bodies, our feelings and thus
becoming open to listening to “something else.” Becoming trusting of oneself is a process of
developing a healthy relationship that balances our inner world with the outer world, and in my
belief system, creating a balance, in me, between the physical and spiritual worlds. This is hard
work, it is lifelong work, but in the end, it yields a powerful tool that can appropriately guide the
intuitive mind when the rational mind is effectively useless. The result then becomes balanced
thinking – the correct application of rational and intuitive thinking.

ACTIVITIES:

Name: ______________________________________________ Date: _____________

Grade/Section: _______________________________________________ Score:____________

I. Title of the Activity: Let’s Make an Infographic!

Most Essential Learning Competency: Explain strategic analysis and intuitive thinking
• Define strategic analysis and intuitive thinking
• Differentiate key components in strategic
analysis and intuitive thinking.
(HUMSS_MCT12-Ic-e-2 • HUMSS_MCT12-Ic-e-1 • HUMSS_MCT12- Ic-e-5)

Directions: Create an infographic (1 only) which defines and explains comprehensively and in
detail strategic analysis and intuitive thinking. Below is an EXAMPLE. An additional separate
sheet MAY be used.

References:
https://www.google.com/search?sxsrf=ALeKk030f3pBAZc33p3WDAngNhEfjNqpkQ
%3A1595376922000&source=hp&ei=GYUXX4fIOvvUmAXO4JToBw&q=STRATEGIC+ANALYSIS+AND+INTU
ITIVE+THINKING&oq=STRATEGIC+ANALYSIS+AND+INTUITIVE+THINKING&gs_lcp=CgZwc3ktYWIQAzIECC
MQJzIFCAAQywEyBQgAEMsBMgUIABDLATIFCAAQywEyBggAEBYQHjIGCAAQFhAeMgYIABAWEB4yBggAE
BYQHjIGCAAQFhAeOgIIADoFCAAQsQM6CAgAELEDEIMBOgQIABBDOgUILhCxAzoICC4QsQMQgwE6Bwgu
ELEDEEM6AgguOgUILhDLAVDWFVijU2CQVmgAcAB4AIABxgGIAc4fkgEFMzEuMTCYAQCgAQGqAQdnd3M
td2l6&sclient=psy-ab&ved=0ahUKEwjHuN2Vyt_qAhV7KqYKHU4wBX0Q4dUDCAc&uact=5