Creativity, Inc.：Overcoming the Unseen Forces That Stand in the Way of True Inspiration

作者: Ed 著 , Amy Wallace 著

出版社: Random House

出版时间: 2014-04

ISBN: 9780812993011

定价: 209.30

装帧: 精装

开本: 其他

纸张: 其他

页数: 368页

正文语种: 英语

分类: 外文古旧书>英文书>经济

8人买过

NEW YORK TIMES BESTSELLER

“What does it mean to manage well?”

From Ed Catmull， co-founder (with Steve Jobs and John Lasseter) of Pixar Animation Studios， comes an incisive book about creativity in business—sure to appeal to readers of Daniel Pink， Tom Peters， and Chip and Dan Heath. Forbesraves that Creativity， Inc. “just might be the business book ever written.”

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—into the meetings， postmortems， and “Braintrust” sessions where some of the most successful films in history are made. It is， at heart， a book about how to build 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 thirty 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. Here， in this book， Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable.

As a young man， Ed Catmull had a dream： to make the first computer-animated movie. He nurtured that dream as a Ph.D. student at the University of Utah， where many computer science pioneers got their start， and then forged a partnership with George Lucas that led， indirectly， to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later， Toy Story was released， changing animation forever. The essential ingredient in that movie’s success—and in the thirteen movies that followed—was the unique environment that Catmull and his colleagues built at Pixar， based on philosophies that protect the creative process and 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.

Praise for Creativity， Inc.

“Over more than thirty years， Ed Catmull has developed methods to root out and destroy the barriers to creativity， to marry creativity to the pursuit of excellence， and， most impressive， to sustain a culture of disciplined creativity during setbacks and success. Pixar’s unrivaled record， and the joy its films have added to our lives， gives his method the most important validation： It works.”—Jim Collins， co-author of Built to Last and author of Good to Great

“Too often， we seek to keep the status quo working. This is a book about breaking it.”—Seth Godin Ed Catmull is co-founder of Pixar Animation Studios and president of Pixar Animation and Disney Animation. He has been honored with five Academy Awards, including the Gordon E. Sawyer Award for lifetime achievement in the field of computer graphics. He received his Ph.D. in computer science from the University of Utah. He lives in San Francisco with his wife and children.

Amy Wallace is a journalist whose work has appeared in GQ, The New Yorker, Wired, Los Angeles Times, and The New York Times Magazine. She currently serves as editor-at-large at Los Angeles Times magazine. Previously, she worked as a reporter and editor at the Los Angeles Times and wrote a monthly column for The New York Times Sunday Business section. She lives in Los Angeles.,,, CONTENTS
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
内容简介:
NEW YORK TIMES BESTSELLER

“What does it mean to manage well?”

From Ed Catmull， co-founder (with Steve Jobs and John Lasseter) of Pixar Animation Studios， comes an incisive book about creativity in business—sure to appeal to readers of Daniel Pink， Tom Peters， and Chip and Dan Heath. Forbesraves that Creativity， Inc. “just might be the business book ever written.”

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—into the meetings， postmortems， and “Braintrust” sessions where some of the most successful films in history are made. It is， at heart， a book about how to build 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 thirty 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. Here， in this book， Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable.

As a young man， Ed Catmull had a dream： to make the first computer-animated movie. He nurtured that dream as a Ph.D. student at the University of Utah， where many computer science pioneers got their start， and then forged a partnership with George Lucas that led， indirectly， to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later， Toy Story was released， changing animation forever. The essential ingredient in that movie’s success—and in the thirteen movies that followed—was the unique environment that Catmull and his colleagues built at Pixar， based on philosophies that protect the creative process and 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.

Praise for Creativity， Inc.

“Over more than thirty years， Ed Catmull has developed methods to root out and destroy the barriers to creativity， to marry creativity to the pursuit of excellence， and， most impressive， to sustain a culture of disciplined creativity during setbacks and success. Pixar’s unrivaled record， and the joy its films have added to our lives， gives his method the most important validation： It works.”—Jim Collins， co-author of Built to Last and author of Good to Great

“Too often， we seek to keep the status quo working. This is a book about breaking it.”—Seth Godin
作者简介:
Ed Catmull is co-founder of Pixar Animation Studios and president of Pixar Animation and Disney Animation. He has been honored with five Academy Awards, including the Gordon E. Sawyer Award for lifetime achievement in the field of computer graphics. He received his Ph.D. in computer science from the University of Utah. He lives in San Francisco with his wife and children.

Amy Wallace is a journalist whose work has appeared in GQ, The New Yorker, Wired, Los Angeles Times, and The New York Times Magazine. She currently serves as editor-at-large at Los Angeles Times magazine. Previously, she worked as a reporter and editor at the Los Angeles Times and wrote a monthly column for The New York Times Sunday Business section. She lives in Los Angeles.,,,
目录:
CONTENTS
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