Ucsp LP Week A&b

FOUNDATION PREPARATORY ACADEMY
Senior High School Department

Dr. V. Locsin Street, 6200 Dumaguete City
422-9167 (150/153)
fpa@foundationu.com https://www.facebook.com/fuprepacademy/
LESSON PLAN
Teacher: Genesis Gamaliel R. Montecino

Subject : UCSP
Sections : ABM 11/STEM 12.1
References : UCSP MODULE/UCSP (FOR SENIOR HIGH) BY C&E PUBLISHING
Topic : Culture and Society: the Perspectives of Anthropology and Sociology
No. of Sessions: 1 week
Date: Week A and B, November 22-25/Nov.29-Dec.2, 2021
I. Objectives : Prepared by:

Genesis Gamaliel R. Montecino, LPT
Social Sciences Teacher
(0935) 444 3582
genesisgamaliel.montecino@foundationu.com
422-9167 (150/153)
At the end of the lesson the students will be able to:

A. Describe culture and society as a complex whole
B. Demonstrate a holistic understanding of culture and society.
C. Appreciate the nature of culture and society from the perspectives of anthropology and
sociology.
II. Explore
Filling in the Circle
The teacher will distribute manila paper and marker for each group. Students will be asked to fill in
the circles with the appropriate words that will be posted on screen.
III. Firm-up
Culture is best understood through the lens of complexity. This means looking at a culture as a
Prepared by:
‘system’ that consists of many different ‘parts’ which interact with eachGamaliel
Genesis other. This brings with
R. Montecino, LPT it an
(0935) 444 3582
422-9167 (150/153)
understanding that it is not simply the parts within the system [i.e. the people or things within a workplace]
that determine how the system works or behaves. It is the relationship between all of these parts within the
system that matters and these interactions result in emergent behavior.
A good example of a complex system that we can all relate to is traffic. It’s not just the cars or just the traffic
lights or just the speed limits that affect what the traffic is going to be like on a given day. There is obviously
much more to it, and it would be silly to reduce it down to just these individual parts.
Here are just a few of the things that come into play when thinking about what the behavior of traffic will be
like: the quality, width, and number of lanes on the roads; the speed limit; the weather; the number of other
cars on the road; the behavior of other drivers; the skills that each driver has; each driver’s current mood
and emotional state; a person’s history of driving and previous experiences; where people happen to be
going and with what sense of urgency; and on and on… Prepared by:
(0935) 444 3582
422-9167 (150/153)

When it comes to culture, the way everyone and everything interacts is important: interactions between one
person and another, between people and processes, between the workplace and external stakeholders,
between people and their lives outside of work. That last point is an important one that often gets neglected:
a person’s workplace behavior does not begin and end with what happens between 9 and 5 [or any other
time they may deem their schedule to be]. People are affected by what happens to them outside of the
workplace, too, and it would be a mistake to assume that upon arriving at work a person can leave behind
who they are to become a good worker. The boundaries we draw around the workplace are helpful for
understanding its culture but are not the reality of such an open system.

The way each person acts within the ‘system’ to shape the culture depends on the environment they’re in,
on the processes that guide them, on their assumptions, on their history, on the different people around
them, their different beliefs, each person’s health, their goals, etc. ad nauseum. Prepared by:
(0935) 444 3582
422-9167 (150/153)

Boundaries & Feedback

But, with this all being said, and despite the open nature of the ‘workplace system’, cultures [like any system]
develop in part within boundaries. There will be boundaries and constraints that impact how the workplace
operates. The flow of water in a river depends upon the obstacles it comes across to shape it. Boundaries
[or rules] can be created artificially to some extent, but they also can and should be workable. Behavior
forms through trial-and-error, feedback, and learning. Not allowing boundaries to change based upon
learning is an artificial constraint that can stop a better behavior from emerging.

It isn’t possible [thankfully] to completely control the people within your workplace or to dictate how they will
behave. For the most part, groups of people are self-organizing; they organize based upon the confines of
their environment and the positive and negative feedback in response to their actions. Prepared by:
Feedback [or a lack
(0935) 444 3582
422-9167 (150/153)
of it] is information that affects behavior either by positively reinforcing an action or by negatively reinforcing
it.

We learn and change based on our interactions [and the resulting feedback] over time. Small variations at
one stage can lead to huge differences in differing interactions, and feedback and learning are accumulated.
Allowing for proper feedback is important. Allowing opportunities for improvement based on the feedback is
even more important, and stopping the natural learning and adaptation that comes from experiencing
something can be a harmful practice.

Nonlinearity

It is difficult to determine a cause or to predict an effect because of the complexity within an organization.
There will be disproportionate effects, unintended consequences, and time delays between Prepared by:
when a behavior
(0935) 444 3582
422-9167 (150/153)
manifests and when the causal factor first occurred. Things tend to happen in a nonlinear way, meaning
that the result is not often directly proportional to the cause. In the idiom, “the straw that breaks the camel’s
back,” - the cause appears to be a simple straw [though there was much more to it], but the effect is drastic.
Within complex systems, it is common to have time delays - an unaccounted-for difference between when
something is done and when any outcome is noticed. This can lead initially to thinking that an action has
done nothing at all, making it difficult to measure progress.

There will also always be side-effects and unintended consequences, whether good or bad. This is because
within such a complex system full of unknown and unknowable interdependencies there will be things
affected by any change made which weren't understood to be connected to the change. Because it is nearly
impossible to predict cultural change with certainty, understanding some of the factors that influence the
behavior of a complex system [such as culture] can provide some insight toward guiding a change. One way
to navigate this complexity to influence the development or change of culture mightPrepared
be to make
by: clear the
(0935) 444 3582
422-9167 (150/153)
goals and boundaries which guide how people operate, to provide feedback which either reinforces certain
behavior or deters it, and to allow for adaptation based upon what’s working and what’s not so that the
culture can emerge.
IV. Deepen
Activity: Anatomy of my Culture.
In column A, identify any of your behaviors as a Filipino teenager. Then in column B, explain how
Prepared by:
you came to imbibe them. In column C, offer an explanation why its performance (if
Genesis Gamaliel R. Montecino, LPTa behavior)
(0935) 444 3582
422-9167 (150/153)
seem to be natural to you or why you believe it (if it is a belief).

A B C
The WHAT The HOW The WHY
Refers to the contents of Refers to the process of Refers to the mechanisms
culture transmission and that promote compliance
circulation and performance
V. Transfer
Explain the anthropological and sociological perspectives on culture and society.
Prepared by:
(0935) 444 3582
422-9167 (150/153)
Prepared by:
(0935) 444 3582
422-9167 (150/153)
Prepared by:
(0935) 444 3582
422-9167 (150/153)
Prepared by:
(0935) 444 3582

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FOUNDATION PREPARATORY ACADEMY

Senior High School Department

Teacher: Genesis Gamaliel R. Montecino

I. Objectives : Prepared by:

At the end of the lesson the students will be able to:

seem to be natural to you or why you believe it (if it is a belief).

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