Daniel Kim

Daniel Kim

Author

Daniel Kim is an organizational consultant, facilitator, teacher, and public speaker committed to helping problemsolving (reactive) organizations transform into (generative) learning organizations. Dr. Kim helps organizations develop the capabilities of a learning organization by aiding people in articulating a compelling picture of the future that they truly care about, developing the skills to have honest and generative conversations about their current reality, and in learning the conceptual skills needed to understand and deal effectively with complexity. A defining quality of Dr. Kim’s work is his commitment to helping individuals, teams, and institutions identify and pursue their deepest purpose and to realize their highest aspirations.

Daniel Kim has worked with a diverse range of organizations, including: Standard & Poors, National Education Association, KnowledgeWorks Foundation, W.K. Kellogg Foundation, Ford Motor Company, Harley-Davidson, Hewlett-Packard, Xerox, and numerous organizations in the Singapore government (including, Singapore Armed Forces, Ministry of Health, Civil Service College, Housing Development Board, Economic Development Board, Singapore Police Force, Ministry of Education, National Institute of Education, Ministry of Manpower, Monetary Authority of Singapore, Ministry of Home Affairs, and Info-Comm Development Authority). Dr. Kim has an Electrical Engineering degree from Massachusetts Institute of Technology and a Ph.D. in Management from MIT’s Sloan School of Management. He is the founding publisher of The Systems ThinkerTM, a newsletter that helps managers apply the power of systems thinking. He is also a co-founder of the MIT Organizational Learning Center and a founding trustee of the Society for Organizational Learning. Dr. Kim has an Electrical Engineering degree from Massachusetts Institute of Technology and a Ph.D. in Management from MIT’s Sloan School of Management. He is a co-founder of the MIT Center for Organizational and a founding trustee of the Society for Organizational Learning.

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From Key Success Factors to Key Success Loops

Many of us are familiar with the following drill: Corporate pushes a new program, and each department must come up with its own plans …

From Fragmentation to Integration: Building Learning Communities

We live in an era of massive institutional failure,” says Dee Hock, founder and CEO emeritus of Visa International. We need only look around …

From Event Thinking to Systems Thinking

Your division has been plagued by late launches in its last five new products, and now management has charged you with “getting to the …

Managing Organizational Learning Cycles

Imagine an organization in which all the records disintegrated overnight. Suddenly, there are no more reports, no computer files, no employee records, no operating manuals, …

STOP ’til You Drop” (Your Credit-Card Debt)

As we begin the busiest shopping season of the year, retailers may be in for a big surprise. While holiday shopping usually has people …

Delays-Making the Invisible Visible

At one point in the book The Machine that Changed the World (Womack, Jones, and Roos, 1990), the authors compare the way cars are …

Shifting the Burden Revisited: Turtles All the Way Down

There is an old story about a student who asked his master, “Teacher, what holds up the world?” The teacher paused for a moment …

When to Simulate

Systems thinking offers an array of tools — from systems archetypes to computer models — for improving the quality of decision making. Knowing which …

Decision-Making: The Empowerment Challenge

Imagine that you work for a company that has created a powerful and compelling shared vision. Furthermore, you and your colleagues have established a …