Creativity, Inc.

Principais ideias

• O papel real do líder é achar e remover os entraves invisíveis ao bom trabalho
• O feedback franco funciona quando foca no trabalho, não na pessoa, e mantém a autoria com quem cria
• Toda ideia nasce feia e precisa de proteção até ter força para sobreviver
• O erro é o preço de inovar: torne-o barato e seguro de admitir
• Você não vê tudo; crie canais para que os problemas cheguem cedo

Dentro deste bit

1. Protegendo a máquina criativa

   Ed Catmull spent his youth dreaming of making the first computer-animated feature film. When Toy Story finally released in 1995, he got his wish, and then felt oddly lost.

2. A franqueza supera a gentileza

   Pixar's most famous tool is the Braintrust. Every few months, a film's director shows a rough version to a room of experienced storytellers.

3. Ideias no início são bebês feios

   Catmull is blunt about something most creative people hide: every Pixar film is bad at the start. Not a little rough, actually bad.

4. Torne os erros baratos e sinceros

   Most organisations say they welcome failure and then punish it. Catmull wants failure treated as a normal cost of doing anything new.

5. Líderes não conseguem ver tudo

   One of the most humbling lessons in the book is that the boss's view of the company is always incomplete. People filter what they tell you.

6. Coloque em prática

   Start with one change to how feedback flows. This week, show a piece of unfinished work to two or three people you trust, ask them to be honest about the work itself, and keep the decision in your hands.