Creativity, Inc.

出版者:Random House

作者:Ed Catmull

页数:368

出版时间:2014-4-8

价格:GBP 20.88

装帧:Hardcover

isbn号码:9780812993011

具体描述

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

作者简介

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.

目录信息

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
· · · · · · (收起)

读后感

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用户评价

这本书的封面设计非常吸引人，用色大胆而充满活力，就像是在预示着一场关于思想的冒险。拿到它的时候，我就被那沉甸甸的质感和纸张散发出的淡淡墨香所吸引，这是一种久违的、值得细细品味的阅读体验。我一直对那些能够点燃内心的创意火花，并将其转化为实际行动的故事深感兴趣，而《Creativity, Inc.》似乎正是这样一本宝藏。封面上那简洁有力的字体，配合着抽象却又充满想象力的图形，在我看来，它不只是一本书，更像是一个邀请，邀请我去探索那些隐藏在平凡之下的非凡之处。我迫不及待地想知道，这本书会如何引导我去发现那些被遗忘的灵感角落，或者如何帮助我打破思维定势，让我的想法像喷泉一样源源不断。它的出现，恰好在我感到创作陷入瓶颈的时候，仿佛是沙漠中的一汪清泉，给予了我无限的期待。我希望这本书能够提供一些切实可行的方法，让我能够将脑海中那些模糊的概念，一步步打磨成清晰、有力的作品。

我一直认为，优秀的图书不仅仅是知识的载体，更应该是能够点燃读者内心热情的火种。《Creativity, Inc.》这本书，从我第一眼看到它的那一刻起，就给我一种强烈的预感：它将会是一本能够改变我思维模式的书。书名本身就带着一种力量感，仿佛在告诉我，创意是可以被“建造”的，是可以被系统地去理解和实践的。我猜想，作者在书中一定会分享许多在实践中积累的宝贵经验，这些经验可能来自于各种意想不到的场景，但最终都汇聚成一条清晰的创意脉络。我非常期待能够在这本书中找到一些方法论，能够帮助我在日常生活中，更敏锐地捕捉那些被忽略的创意火花，并且能够有效地将其转化为具体可行的方案。这本书的出现，对我来说，是一次难得的学习机会，我希望它能为我打开一扇新的大门。

当我看到《Creativity, Inc.》这本书的书名时，我的脑海里 immediately 浮现出的是一个充满活力和无限可能的想象空间。这不仅仅是一本关于“如何变得有创意”的书，我感觉它更像是关于“如何构建一个鼓励和释放创意”的系统。我一直对那些能够深入挖掘事物本质，并从中提炼出普适性法则的著作情有独钟，而这本书的题目就给我这样的感觉。我好奇作者将如何通过一个个生动的故事和深刻的洞察，来解构创意的生成过程，并分享那些在实践中行之有效的方法。我希望这本书能帮助我打破固有的思维框架，以一种全新的视角去看待问题，从而找到那些别人可能忽视的创新点。它就像是一张藏宝图，指引我去探索那些隐藏在日常生活中的创意富矿，并学会如何将它们挖掘出来，转化为有价值的成果。

读完《Creativity, Inc.》的序言，我脑海中就浮现出了一幅宏大的图景：一个充满奇思妙想、不断突破界限的创意世界。作者似乎不仅仅是在分享经验，更是在传递一种哲学，一种对待工作和生活的方式。我喜欢那种能够深入到事物本质，并从中提炼出普适性原则的叙述方式。这本书的语言风格是如此的流畅而富有感染力，仿佛作者就坐在我旁边，用一种轻松而又深刻的语气，跟我分享他一路走来的心路历程。我特别好奇，在那些看似光鲜亮丽的创意成果背后，究竟隐藏着怎样的挑战、挫折以及是如何被一一克服的。这本书的章节安排，我猜测一定是循序渐进，层层递进，从最基础的思维训练，到如何构建一个鼓励创新的环境，再到如何将创意落地执行。我期待在阅读过程中，能够不断地被书中提出的观点所触动，并从中获得启发，找到属于自己的那条通往创意之路。

《Creativity, Inc.》这本书的出现，对我而言，更像是一种心灵上的洗礼。我一直觉得，真正的创意并非凭空而来，而是源于对生活细致入微的观察，以及对事物独特角度的审视。这本书的题目本身就充满了力量，它暗示着创意并非少数人的专利，而是可以被系统地培养和发展的一种能力。我猜想，书中一定充满了各种各样真实生动的故事，这些故事不仅仅是激励人心的，更是充满智慧的。我希望通过阅读这本书，能够学习到如何识别和拥抱那些稍纵即逝的灵感，如何将那些看似零散的想法整合成一个有逻辑、有生命力的整体。我更期待，这本书能够帮助我克服那些隐藏在内心深处的恐惧和怀疑，让我敢于尝试、敢于犯错，并在错误中学习和成长。这不仅是对我工作上的帮助，更是对我个人成长的一次重要的推动。

Ed Catmull这人真不简单，格局很大，是那种真正的聪明。

和在TC上的development of creativity一起改变了我的人生观。没法用一句话总结创新的秘诀，就像充满变化的生活不能用reductionism来解构一样。

Ed Catmull这人真不简单，格局很大，是那种真正的聪明。

道理就是这些谁都懂的道理，但可以肯定是几乎没有人能够复制Pixar的成功，所以真正的秘诀是什么还是没说出来

前边详细读了，后边主要是搜索 "steve" 读相关内容。最后的一章“the steve we knew" 很不错。