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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R&D Funding: Managing the Pipeline

For 50 years, the U.S. government, universities, and corporate labs have led the world in research breakthroughs and Nobel prizes. Recently, however, global and …

Stewardship: A New Employment Covenant

The latest casualty of the changes sweeping through corporate America is the lifetime employment contract — the implicit agreement that provided employees with economic …

Vision Deployment Matrix: A Framework for Large-Scale Change

Vision can be a powerful force for action when it is clearly articulated and there is a genuine desire to bring it into reality.

Apple’s Dilemma

One of the most delicate balancing acts a company must perform is to introduce a new product without cannibalizing or adversely affecting its existing …

Building Learning Infrastructures

In order to facilitate and accelerate learning, we need to design opportunities for making mistakes. While organizations have many fail-safe systems to ensure smooth …

TQM and Systems Thinking as Theory-Building Tools

Our brains are pattern-making systems — they organize our perceptions of the world into patterns that enable us to function effectively. For example, when …

Using “Escalation” to Change the Competitive Game

You open your latest credit card bill and what do you find? Most likely another promotional offer for frequent flyers: earn bonus miles by …

Using “Drifting Goals” to Keep Your Eye on the Vision

As a child, did you ever have a contest to see who could build the tallest house out of playing cards? As you crafted …

The Spirit of the Learning Organization

At one point in the movie Excalibur, King Arthur lay weakened in bed as his whole kingdom crumbled around him. Most of his knights …

Using “Fixes That Fail” to Get Off the Problem-Solving Treadmill

It’s Monday morning. You’ve just settled in at your desk to catch up on some reading, when the phone rings. The program manager of the …