具體描述
Creativity, Inc. is a book for managers who want to lead their employees to new heights, a manual for anyone who strives for originality, and the first-ever, all-access trip into the nerve center of Pixar Animation Studios—into the story meetings, the postmortems, and the “Braintrust” sessions where art is born. It is, at heart, a book about how to build and sustain a creative culture—but it is also, as Pixar co-founder and president Ed Catmull writes, “an expression of the ideas that I believe make the best in us possible.”
For nearly twenty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Monsters, Inc., Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner twenty-seven Academy Awards. The joyousness of the storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Now, in this book, Catmull reveals the ideals and techniques, honed over years, that have made Pixar so widely admired—and so profitable.
As a young man, Catmull had a dream: to make the world’s first computer-animated movie. He nurtured that dream first as a Ph.D. student at the University of Utah, where many computer science pioneers got their start, and then forged an early partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later and against all odds, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the thirteen movies that followed, all of which debuted at #1 at the box office—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and ideas that defy convention, such as:
• Give a good idea to a mediocre team, and they will screw it up. But give a mediocre idea to a great team, and they will either fix it or come up with something better.
• If you don’t strive to uncover what is unseen and understand its nature, you will be ill prepared to lead.
• It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them.
• The cost of preventing errors is often far greater than the cost of fixing them.
• A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody.
• Do not assume that general agreement will lead to change—it takes substantial energy to move a group, even when all are on board.
Advance praise for Creativity, Inc.
“Many have attempted to formulate and categorize inspiration and creativity. What Ed Catmull shares instead is his astute experience that creativity isn’t strictly a well of ideas but an alchemy of people. In Creativity, Inc., Ed reveals, with commonsense specificity and honesty, examples of how not to get in your own way and realize a creative coalescence of art, business, and innovation.”—George Lucas
著者簡介
Ed Catmull is co-founder of Pixar Animation Studios and president of both Pixar and Walt Disney Animation Studios. He has been honored with five Academy Awards, including the Gordon E. Sawyer Award for lifetime achievement in the field of computer graphics. He earned a B.S. degrees in computer science and physics and a Ph.D. in computer science from the University of Utah. He lives in San Francisco.
圖書目錄
Cover
Title Page
Copyright
Introduction: Lost and Found
PART I: GETTING STARTED
Chapter 1: Animated
Chapter 2: Pixar Is Born
Chapter 3: A Defining Goal
Chapter 4: Establishing Pixar’s Identity
PART II: PROTECTING THE NEW
Chapter 5: Honesty and Candor
Chapter 6: Fear and Failure
Chapter 7: The Hungry Beast and the Ugly Baby
Chapter 8: Change and Randomness
Chapter 9: The Hidden
PART III: BUILDING AND SUSTAINING
Chapter 10: Broadening Our View
Chapter 11: The Unmade Future
PART IV: TESTING WHAT WE KNOW
Chapter 12: A New Challenge
Chapter 13: Notes Day
Afterword: The Steve We Knew
Starting Points: Thoughts for Managing a Creative Culture
Photo Insert
Dedication
Acknowledgments
About the Authors
· · · · · · (收起)
讀後感
大多数工作让我觉得恐惧 —— 因为人变成了螺丝钉，只是完成工作的工具而已。假如没有多少钱，这样的生活有什么意义？可大多数公司都在强调要奉献、996…… 工作，就一定要当螺丝钉吗？ 这本书就是对于这个问题的回答。主要内容可分为： - 皮克斯是怎样成功的（怎样建设Creativ...
評分 評分大多数工作让我觉得恐惧 —— 因为人变成了螺丝钉，只是完成工作的工具而已。假如没有多少钱，这样的生活有什么意义？可大多数公司都在强调要奉献、996…… 工作，就一定要当螺丝钉吗？ 这本书就是对于这个问题的回答。主要内容可分为： - 皮克斯是怎样成功的（怎样建设Creativ...
評分 評分创新公司皮克斯的启示: 有了目标，才有了一切——信念强大的吸引力法则。 皮克斯起航 创始人艾德·卡特姆从小被迪士尼所吸引，在大学时期就研究如何制作更加光滑的曲面，从计算机专业毕业后一心想要制作动画电影。 第一份工作就是将电脑技术融入动画制作。采用了比自己更聪明的...
用戶評價
花瞭兩個月纔看完，順便把Pixar齣的動畫片都下瞭一遍，不過目前為止隻看完瞭兩部＝ ＝
评分“Unleashing creativity requires that we loosen the controls, accept risk, trust our colleagues, work to clear the path for them, and pay attention to anything that create fear.”
评分kindle上讀完，用詞偏文雅書麵。平等，鼓勵（快速）試錯，candor（坦誠溝通）， 其他組織也在說，但pixar做到瞭，靠細節。 braintrust，物理空間，定期反思，notes day。特彆是notes day如何設計流程，問題，以匯聚群體智慧，有焦點，能推動進展，很有啓發。最後一章總結瞭營造創造性工作環境的starting points。
评分這是一本關於管理的書籍。
评分Ed Catmull is a truly, incredibly wise man. Perhaps the only time a nonfiction has prompted me to crack laugh so heartily and even weep a little by the end, [and] it has rocked me to my core. Classic Pixar style, isn't it.
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