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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Pocket Guide: Using the Archetypes

This handy pocket guide builds on Systems Archetypes at a Glance. This guide lays out a specific application for each archetype–for example, using “Growth and …

Pocket Guide: Palette of Systems Thinking Tools

This pocket guide is a handy quick-reference guide to the full array of systems thinking tools–from dynamic thinking tools such as behavior over time graphs, …

Pocket Guide: Vision Deployment Matrix II: Crossing the Chasm from Reality to Vision

This handy pocket guide presents a comprehensive example of how to actually use the Matrix. Includes step-by-step instructions. Download the PDF …

Pocket Guide: Vision Deployment Matrix I: Shifting from a Reactive to a Generative Orientation

This handy pocket guide shows you what the Matrix looks like, and helps you take the first step in diagnosing your organization’s current reality. Includes …

Pocket Guide: Guidelines for Drawing Causal Loop Diagrams

This handy pocket guide outlines a 10-step process for drawing effective causal loop diagrams–including selecting variable names, constructing the actual loops, distinguishing between reinforcing and …

Pocket Guide: Systems Archetypes at a Glance

This handy pocket guide reviews the eight basic systems archetypes, from “Drifting Goals” all the way to “Tragedy of the Commons.” For each archetype, this …

Leveraging Competence to Build Organizational Capability

If calculus were invented today, our organizations would not be able to learn it. We’d send everyone off to a three-day intensive program. We’d …

A Tale of Two Loops: The Behavior of “Success to the Successful”

It was the best of times. It was the worst of times. . . .” So begins Charles Dickens’s classic novel A Tale of …

Escalation: The Underlying Structure of War

The lessons we learn by studying the “Fixes That Fail” and “Shifting the Burden” archetypes revolve around the kinds of actions that we choose …