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.

Showing 10 of 93 results

Using Causal Loop Diagrams to Make Mental Models Explicit

Making mental models explicit can enhance both individual and organizational learning by making individual learning more accessible and therefore more easily transferable to the …

Structural Thinking: The World According to Accumulators and Flows

Avice president of a major U. S. manufacturer once questioned whether today’s rapid pace of change means that all our old tools and ways …

Shifting the Burden: Moving Beyond a Reactive Orientation

Although the parable of the boiled frog has become a familiar story in organizational learning circles, it does not yet seem to prevent organizations …

Accumulators: Bathtubs, Bathtubs Everywhere…

When’s the last time you actually took a real, honest-to-goodness bath? If you are like most people, it has probably been quite a while.

Fixes that Fail: Why Faster is Slower

Mqost of us are familiar with the paradox that asks, “Why is it that we don’t have the time to do things right in …

Balancing Loops with Delays: Teeter-Tottering on Seesaws

Most of us have played on a seesaw at one time or another and can recall the up and down motion as the momentum …

Using “Limits to Success” as a Planning Tool

Any successful product or company begins with a plan for achieving success. But oftentimes people are better prepared for dealing with failure than for …

From Individual to Shared Mental Models

Making individual mental models explicit is only one step toward fostering organizationwide learning. Since perceptions of reality can vary widely among different people in …

Systems Archetypes As Structural Pattern Templates

Imagine you were suddenly struck with a strange illness that affected your vision. While you were still able to “see” everything around you, somehow …

Systems Archetypes as Dynamic Theories

Most people are familiar with the Sufi tale of the four blind men, each of whom is attempting (unsuccessfully) to describe what an elephant …