INTUITIVE

THINKING
AND
STRATEGIC
ANALYSIS
SOCIAL MEANINGS OF
DECISION-
MAKING
 SOCIAL MEANINGS OF
DECISION-
 Strategic MAKING
Planning– requires that
processesaccurate gathering of information and
includes
deliberate analysis to come up with informed
decision.
 Immediate decision making
 Consideration of possible consequences
 Social environment affects and influences
decision-making processes and outcomes.
 SOCIAL MEANINGS OF
DECISION-
MAKING

 Decision-making– involves two systems or

processes: strategic analysis and intuitive
thinking.
STRATEGIC
ANALYSIS
 STRATEGIC
ANALYSIS
 refers to a system or method that requires
deliberate, abstract, and effortful thinking that
breaks down a complex problem into parts.
 detailed examination of a problem is done in
order to have a solution.
 primary factors: amount of time and resources
 STRATEGIC
ANALYSIS
 Uses this model of decision-making:

IDENTIFY THE
PROBLEM

ASSESS AND
ANALYZE THE
REFLECT ON THE
PROBLEM
OUTCOME

IMPLEMENT THE GENERATE

SOLUTION A
SOLUTION
 STRATEGIC
ANALYSIS
 Uses this model of decision-making:
 Identify– involves defining the problem
and factors that affects the situation
 Analyze– examining the variables that
will change the situation
 Generate– setting practical, reasonable,
creative
and criteria and strategies solve
to problem the
 Implement– execution of the plan
 Asses an reflec on outcome–
sdraw lessons
d that
t will guidefuture
the decisions.
 STRATEGIC
 SWOT ANALYSIS
ANALYSIS– most common
strategic analysis tool used in addressing complex
issues.
 STRATEGIC
ANALYSIS
 SWOT ANALYSIS
 Six Elements Of Strategic
Thinking
Identified by Samantha Howland (2015)
1.The ability to anticipate enables the executives 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.
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 basis.
 Six Elements Of Strategic
Thinking
Identified by Samantha Howland (2015)

4.The ability to decide enables to executive to make a stand

with courage and conviction despite incomplete information at
hand. The executive combines speed and quality in doing this
for them to avoid indecision or “analysis paralysis which prevent
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.
 Six Elements Of Strategic
Thinking
Identified by Samantha Howland (2015)

7. The ability to learn is demonstrated by an executive who

accepts feedback, constructive criticism, and even failure which
are altogether viewed as source of critical and valuable insights.
He or she shows willingness to immediately return to the right
course when going off tract. Failures are considered lessons for
success.
 5 ESSENTIAL 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 organizations performance. There is need to identify the
beneficiaries in the operation 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.
 5 ESSENTIAL COMPONENS OF STRATEGIC
ANALYSIS
3.Strategic alternatives. The planning team should be able 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 the ease, speed, and effectiveness when
changes occur in the environment.

4. Evaluation and choice of strategies. The process of formulating a

strategy which involves evaluating and picking out which strategies
could facilitate the attainment of long-term improvements. It should
include all those revealed by Strength, Weakness, Opportunities and
Threats (SWOT) analysis of the organization.
 5 ESSENTIAL COMPONENS OF STRATEGIC
ANALYSIS
5. Monitoring 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 ar not being met. Strategizers are those who implement and
monitor strategy.
 STRATEGIC
ANALYSIS
• STRENGTHS • WEAKNESSES
 Effective in  Availability of
dealing withcomplex resources
problems  Time
 Engages a person constraint
to observe
rational thought
process
INTUITIVE
THINKING
 INTUITIVE
THINKING
 ability to understand something instinctively
(gut feel), without the need for
conscious reasoning.
 demands an automatic response
 affected by how one feels and define a thing
or event.
 used in dealing with everyday life issues
and situations
 uses prior knowledge and experiences as basis of
decisions.
 COMPONENTS OF INTUITIVE
THINKING
1. Immediacy. This refers to the timing in intuitive thinking.
The time involved in intuitive thinking is quick where
decisions, actions, and solutions come up fast without
planning or deliberation. Baylor quotes George Mandler
(1995), named it as “mind popping” when thoughts, ideas,
and solutions come to mind non-deliberately.
2. Sensing Relationship. This refers to the establishment or
formulation of connections among ideas. This is basic in
intuition. The establishment of connection is necessary is
associated with a person’s knowledge, and
3. Reason. It deals with intuition which involves certain type of
reasoning.
 INTUITIVE
THINKING
• STRENGTHS • WEAKNESSES
 Best used when a  Limited knowledge
person is immersed and experience on an
in his/her field of area may lead to
expertise. mistakes and errors
 Learned through when making a
grounded decision.
interactions social  Overfamiliarity with
the area may end up
in ignoring new
information that can
be relevant to
decision-making
 DIFFERENCES BETWEEN
STRATEGIC ANALYSIS AND
INTUITIVE THINKING
 FOCUS
QUESTION
How can intuitive thinking and
strategic analysis be used
address personal
to and social issues?