Unit 2: Understanding Local Networks

Lesson 2.5
Key Components in Strategic Analysis and Intuitive
Thinking
Contents
Introduction

Discover
Key Components in Strategic Analysis
Tools for Analysis
Strategic Purpose/Mission
Values
Vision
Key goals
Action Planning
Key Components in Intuitive Thinking
Immediacy
Sensing Relationships
Reason
Strategic Analysis vs. Intuitive Thinking

Wrap-Up
Unit 2: Understanding Local Networks

Lesson 2.5

Key Components in Strategic

Analysis and Intuitive Thinking

Discover
Key Components in Strategic Analysis
Although we have been discussing strategic analysis and its relation to network
management in past lessons, strategic analysis is useful in multiple other ways. It is
important to keep in mind that strategy, or “the creation of a unique and valuable position
involving a different set of activities,” (Porter 1996) is something that we perform in many of
our everyday activities. When one applies a proper strategy, for instance, in doing the
dishes, the performance of that action becomes a lot more efficient. Strategy is not the end
result or destination. It only helps make the ride faster without compromising safety and
precaution.

What makes up a good and effective strategy?

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Strategic analysis may come in many forms, but there are a few things that are always
evident whenever it is employed. These similarities between strategic analysis methods
make up the main steps in strategic analysis.

Two of the steps in performing strategic analysis are: identifying and evaluating data
(Downey, 2007). Identification of data is the initial step in creating any plan of action,
during which the task at hand and its current conditions are observed and pinpointed. Both
the identification and evaluation of data are necessary components when doing this type of
analysis. For example, when playing chess, professional players are often equipped with
knowledge of different types of opening, middle game, and end game strategies. Data in this
case could mean a variety of things. It can be as simple as identifying that there are different
game phases, and as complex as identifying the combination of moves that can be utilized
in these stages to have an advantage. Nevertheless, identifying data is a crucial step for
strategizing in chess.

Fig. 1. Identification and evaluation of data are essential tools in strategizing in chess.

Data evaluation is just as important as identification. Once we have identified the important
data, evaluation enables us to distinguish between the information that is necessary and
those that may not be necessary for our strategy. When we have already identified that a
certain dishwashing liquid brand does not clear all the residue on our dirty plates, it would
be unwise for us to keep using the same brand because it no longer meets its function.
Instead, we research better options that can fulfill our purpose, and evaluate which best fits
our needs.

With enough data identified and evaluated, one becomes ready to employ strategic analysis.
To conduct strategic analysis, six components are needed, namely: (1) tools for analysis, (2)
strategic purpose, (3) values, (4) vision, (5) key goals, and (6) action planning.

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Tools for Analysis
Different tools may be used in strategic analysis, such as SWOT, PEST, and value chain
analysis. These tools help a person or organization make sense of the factors that may
affect the achievement of goals successfully. Other tools can also be used depending on the
objectives of the individual or the organization.

Strategic Purpose/Mission
Strategic purpose is important because this defines the reason for existence and the
importance of a solution. This guides the decisions and actions of an individual or
organization and aligns them to achieve priority goals.

Values
Values are necessary for a group or organization to work harmoniously. This component
creates a culture within an organization that provides a sense of unity among its members.
At the individual level, values also provide meaning to our actions, allowing us to prioritize
what is truly important to us.

Vision
By having a vision, an individual or an organization will not be misguided and lose track of
their purpose for solving a problem. This component sets the path for the future by creating
aims to achieve a future scenario or a long-term outcome.

Key goals
This component identifies the priorities to be fulfilled in order to reach the main goal or
objective. The main question to be asked when setting key goals is “What must we
accomplish to eventually fulfill our vision?” In order to achieve complex objectives and
strategies, they must first be broken down into more manageable key goals.

Fig. 2. Breaking down our objectives into achievable goals is a key to success.

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Action Planning
Without proper planning and implementation, strategic analysis would not work. In order
for it to be successful, one should be able to identify the people involved, the tasks to be
done by each individual, the resources necessary to accomplish the tasks, and the timeline
for each task.

While these components are clearly identified during the process of strategic planning for
organizations, individuals can also utilize these components to achieve their own goals and
solve their own problems. While most of us are not aware of these components in our daily
lives, a short introspection may reveal our purpose, values, vision, and goals. We only need
to complement these with tools for analysis and action planning.

Key Components in Intuitive Thinking

Through intuitive thinking, we can instantly link ideas and things together without
undergoing a rigorous and rather time-consuming process. It is an intellectual skill that
helps in formulating solutions to problems that require immediate attention. Addressing
our curious inquiries and solving problems based on intuition is distinct from strategic
analysis. To highlight its differences from the latter, it is also equally important to tackle the
key components of intuitive thinking. As mentioned in earlier lessons, the components of
intuitive thinking are the following: (1) immediacy, (2) sensing relationships, and (3)
reason. In this lesson, we will delve more deeply into these topics.

Fig. 3. Intuitive thinking reveals fresh ideas in an immediate manner.

Immediacy
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Since intuition comes in a snap, bringing us a moment of truth in a flash, immediacy is one
of the major components of the intuitive way of thinking (Baylor 1997, 187). We can draw
conclusions rapidly when we recognize what seems to be a familiar idea even when we least
expect it. This is described by Thomas Kuhn as a flash of insight that has been experienced
by thinkers, scientists, and philosophers throughout history, leading to major scientific
breakthroughs and the development of philosophical thought.

This immediate thought often happens without awareness. When we are thinking intuitively,
we are often unaware that it is happening. Our intuitive thoughts may come while we are in
a separate train of conscious thought, and it may also happen when we are not actively
thinking of anything. Schon (1982) describes the phenomenon of intuition as acquiring truth
all at once. While intuition draws from experience and prior knowledge, it is not always
accurate or free from error.

For instance, when you have several assignments having the same deadline, stress or a
slight state of panic might overcome your planning and organizing. While being in that
unsteady state, sudden ideas may emerge that suggest that there is a possibility to meet the
requirements in due time. These ideas may suggest the assignment that you should do first,
making you realize the available time you still have in your hands.

Sensing Relationships
Our intuitive thinking process helps us in sensing the relationships of concepts involved in
a difficult situation. It is through this process that we are able to trace the patterns and
connections between the objects and ideas that make the circumstance problematic
(Duggan 2007, 2-5). In the case of having multiple assignments, this can be the relationship
between your capability to accomplish the tasks at hand and working under pressure. With
the help of our intuition, our senses are activated to realize familiar difficulties that may be
addressed using the same responses we already applied in our past experiences.

American Philosopher Thomas Kuhn also explains this through his personal experience
(Duggan 2007). While trying to understand why Aristotle was praised and followed by many
thinkers despite his mistakes, Kuhn briefly looked absently through his window, during
which all the pieces started to fall into place. He realized that Aristotle was not regarded
highly because of the definite accuracy of his contributions, but rather because of the
closeness or “near miss” of his contributions to the truths discovered by scientists that
followed him who had more resources at hand. This sudden realization came from sensing
the relationships between the seemingly contrasting facts at hand: the praise of Aristotle’s
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contributions and his mistakes.

Fig. 4. Sensing relationships helps us make sense or connect various ideas.

Reason
We must always remember that intuitive thinking is a type of reasoning. Contrary to the
other types like logical reasoning and strategic thinking, intuition undergoes a process that
does not require thorough analysis and conscious intent or control (Baylor 1997). Intuitive
reasoning differs from analytical reasoning. Analytical reasoning is driven by knowledge or
facts that are already known and derives a conclusion from these, while intuitive
reasoning is more conceptual in nature and is driven by possibilities.

Let’s take the example of two thinkers. Two people—one an analytical thinker and the other
an intuitive thinker—are given flour, and they are asked what they can do with it. The
analytical thinker evaluates the fact that flour is a baking ingredient, searches for recipes
that make use of the ingredient and proceeds to bake a cake from the flour. The intuitive
thinker sees the flour, notices its color, and realizes the possibility that it may be turned into
a white pigment or paint. Notice that the analytical thinker looked at the facts first and
derived a logical course of action from it, while the intuitive thinker had a more conceptual
and unconventional approach to the matter.

While analytical reasoning and intuitive reasoning differ, they can still work together.
Concepts or possibilities derived from intuitive thinking can be supported by facts derived
from analytical reasoning, turning these possibilities into reality. In the case of having too

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many assignments, intuitive reasoning may help us choose which assignments to do first,
and analytical reasoning can help us actually accomplish these assignments.

Check Your Progress

Why is intuitive reasoning important for human progress?

Strategic Analysis vs. Intuitive Thinking

The ability to think and reason is what makes humans unique among all the other animals.
Thinking analytically is commonly understood as an obvious manner of practicing our
reasoning skills. However, it must also be noted that intuitive thinking is also a
manifestation of our capacity for reason.

Both strategic analysis and intuitive thinking are effective tools in addressing problems that
we encounter within our networks, starting from our homes extending to the community.
Although they are useful for various problems, there are advantages and disadvantages to
using either form of thinking depending on the situation.

Table 1. Advantages and Disadvantages of Strategic Analysis and Intuitive Thinking

Way of Thinking Advantages Disadvantages

● objective ● requires specific

● structured way of knowledge and facts
thinking that requires about the problem
step by step process ● can be too
Strategic Analysis
time-consuming
● process can be too
complex to apply in
some situations

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● requires less time and ● subjective
resources ● may be inaccurate or
● an easier way to decide incorrect
Intuitive Thinking
for too complex ● needs persuasion for
problems other people to adapt
the suggested solution

Wrap-Up
_____________________________________________________________________________________________
● A strategy is about securing a valuable position in varied activities.
● Two of the key steps in performing strategic analysis are identifying and evaluating
data. Evaluation helps to distinguish the identified data that do not fit in one’s
strategy.
● The six components in strategic analysis are the tools for analysis, strategic
purpose/mission, values, vision, key goals, and action planning.
● The key components of intuitive thinking are immediacy, sensing relationships,
and reason.
● Strategic analysis and intuitive thinking are useful in maintaining networks and
solving other daily challenges or problems.
______________________________________________________________________________________

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