Jim Yong Kim Quotes

Common sense is in medicine the master workman.

I was always taught at medical school that you should never do a test unless you could do something with the result.

Passion provides purpose, but data drives decisions.

Medicine is a science of uncertainty and an art of probability.

I think it's a very valuable thing for a doctor to learn how to do research, to learn how to approach research, something there isn't time to teach them in medical school. They don't really learn how to approach a problem, and yet diagnosis is a problem; and I think that year spent in research is extremely valuable to them.

There was an opening in the ER program at King Drew, so I spent the next month there, fascinated with the range of pathology that I observed, the diversity of skill that the ER physicians had to acquire, the variety of cases, and the ability to interact closely with people.

We all have an obligation to move beyond anecdotes.

You can't make evidence-based policy decisions without evidence.

Now, look, I - I like to look at evidence. I plead to that. I think evidence is important when you're making decisions that affect other people's lives.

When it comes to making decisions, I'm not what you'd call a numbers guy.

It amazes me how people are often more willing to act based on little or no data than to use data that is a challenge to assemble.

You have to be willing to have the decision-making follow the data.

I believe in evidence-based decision making. I want to know what the facts are.

I always try to stay methodical and logical with everything I do, playing cricket and making decisions.

Good policy is grounded in a robust set of facts and data.

I learnt early that always being analytical is important for a business. Being analytical as an attitude is more important than just having the aptitude.

Data is a tool for enhancing intuition.

Every day we go over data and use science and data to drive policy and decision-making.

We must get all the facts on the table, and then determine where we go.

You must build public policies on reason, on facts.

I don't think I'm always right, but I would like to empower people to come to sound conclusions using a systematic way of looking at things.

I'm a fact-based leader.

Whether baseball or football, we're tasked in front offices with making decisions under uncertainty. How do you corral that uncertainty in a way to make more consistently better decisions? That's very similar.

At TechStars, I have the privilege of working with hundreds of the best and brightest start-up mentors on the planet. We coach our mentors to take a Socratic approach and to provide data rather than decisions.

I will never speculate on data. I always need to see data.