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| Link | Quote | Stars | Tags | Author |
| 398d772 | It isn't enough merely to be open to ideas from others. Engaging the collective brainpower of the people you work with is an active, ongoing process. As a manager, you must coax ideas out of your staff and constantly push them to contribute. | leadership | Ed Catmull | |
| d9f2240 | Cuando eres consciente del problema del asa y la maleta lo ves por todas partes. La gente se aferra a las palabras y las historias, que no son mas que sustitutos de la accion real y el significado. Los publicistas buscan palabras que implican el valor del producto y las utilizan como sustitutos del valor mismo. Las empresas nos hablan continuamente de su compromiso con la excelencia, implicando que eso quiere decir que solo van a fabricar p.. | Ed Catmull | ||
| 590ad91 |
Hasta que no termine de dirigir Monstruos S. A. no me di cuenta de que el fallo es una parte saludable del proceso --me dijo--. Durante la realizacion de esa pelicula yo me lo tomaba como una cuestion personal; creia que mis errores eran debidos a carencias personales y que si fuera mejor director no los cometeria.>> Hoy en dia, dice, todavia <|
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| a450c67 | For all the care you put into artistry, visual polish frequently doesn't matter if you are getting the story right. I | Ed Catmull | ||
| 0b690c4 | Ese fue mi primer encuentro con un fenomeno que iba a comprobar una y otra vez a lo largo de mi carrera: por mas cuidado que pongas en lo artistico, la elegancia visual carece de importancia si estas contando la historia como debe ser. | Ed Catmull | ||
| 3a72ff5 | The story has been told and retold about how, as a young filmmaker, in the wake of American Graffiti's success, he was advised to demand a higher salary on his next movie, Star Wars. That would be the expected move in Hollywood: Bump up your quote. Not for George, though. He skipped the raise altogether and asked instead to retain ownership of licensing and merchandising rights to Star Wars. The studio that was distributing the film, 20th C.. | Ed Catmull | ||
| fc8628f | Lo cual me trae a la memoria una carta escrita por uno de nuestros animadores, Austin Madison, que encontre particularmente reveladora. A quien pueda inspirar --escribio Austin en el encabezamiento--. Yo, como muchos de los artistas de esta empresa, me muevo constantemente entre dos estados. El primero (y mucho mas preferible de los dos) es el modo creativo explosivo e instintivo. Sucede cuando coges la pluma y las ideas empiezan a fluir co.. | Ed Catmull | ||
| e381518 | Creativity is just problem solving," Ed Catmull told me. "Once people see it as problem solving, it stops seeming like magic, because it's not. Brokers are just people who pay more attention to what problems look like and how they've been solved before. People who are most creative are the ones who have learned that feeling scared is a good sign. We just have to learn how to trust ourselves enough to let the creativity out." | Charles Duhigg | ||
| 2a0acd8 | sucede el 3 por ciento de las veces, aproximadamente. El 97 por ciento restante me siento frustrado, apurado, como un papel arrugado y tirado en una esquina. Lo importante es seguir luchando sin tregua para salir de ese atolladero de desaliento y desesperacion. Escuche comentarios e historias de profesionales que han hecho cine durante decadas y pasado por las mismas adversidades causadas por tremendos problemas de produccion. En una palabr.. | Ed Catmull | ||
| 6f6004d | Pero la facilidad no es la meta; la excelencia si lo es. | Ed Catmull | ||
| 4e2324e | nosotros mismos acerca de nuestro papel en nuestro exito. Franqueza, seguridad, investigacion, autoevaluacion y proteger lo nuevo son todos mecanismos que podemos utilizar para enfrentarnos a lo desconocido y mantener el caos y el miedo bajo control. No es que estos conceptos faciliten necesariamente las cosas, pero nos pueden ayudar a descubrir problemas ocultos y, por lo tanto, nos pueden permitir solucionarlos. Es de lo que nos vamos a o.. | Ed Catmull | ||
| 7adf866 |
A juzgar por lo que aplaudian los empleados de Disney, deduje que nuestras palabras --tal como Steve nos habia pedido-- no les hicieron sentirse como si hubieran perdido la batalla. Anos mas tarde pregunte al director Nathan Greno, que llevaba una decada en Disney Animation cuando nosotros llegamos, que penso aquella manana cuando se anuncio la fusion. <|
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| 1a0a420 | If I start on a film and right away know the structure--where it's going, the plot--I don't trust it," Pete says. "I feel like the only reason we're able to find some of these unique ideas, characters, and story twists is through discovery." | Ed Catmull | ||
| abc6e0f | A quien pueda inspirar --escribio Austin en el encabezamiento--. Yo, como muchos de los artistas de esta empresa, me muevo constantemente entre dos estados. El primero (y mucho mas preferible de los dos) es el modo creativo explosivo e instintivo. Sucede cuando coges la pluma y las ideas empiezan a fluir como el vino de una copa maravillosa. Esto sucede el 3 por ciento de las veces, aproximadamente. El 97 por ciento restante me siento frust.. | Ed Catmull | ||
| d148712 | Hay algo mas que merece ser repetido: para que surja la creatividad debemos aflojar los controles, aceptar el riesgo, confiar en nuestros colegas, trabajar para allanarles el camino y prestar atencion a cualquier cosa que les de miedo. | Ed Catmull | ||
| c0b0a34 | I believe that managers must loosen the controls, not tighten them. They must accept risk; they must trust the people they work with and strive to clear the path for them; and always, they must pay attention to and engage with anything that creates fear. Moreover, successful leaders embrace the reality that their models may be wrong or incomplete. Only when we admit what we don't know can we ever hope to learn it. This | Ed Catmull | ||
| 67547bf | We called it Notes Day, and I see it as a stellar example of how to set the table for creativity. Managers of creative companies must never forget to ask themselves: "How do we tap the brainpower of our people?" From its genesis to its execution, from the goodwill it engendered to the company-wide changes it set in motion, Notes Day was a success in part because it was based on the idea that fixing things is an ongoing, incremental process... | Ed Catmull | ||
| fa48743 | It'll be a day in which you tell us how to make Pixar better," John said. "We'll do no work that day. No visitors will be allowed. Everyone must attend." | Ed Catmull | ||
| d7c1049 | First, it created an electronic suggestion box where Pixar people could submit discussion topics they thought would help us become more innovative and more efficient. Immediately, topic ideas began flooding in, along with suggestions about how to run Notes Day itself. | Ed Catmull | ||
| d02a228 | Tom nudged them along, sending this hypothetical prompt to anyone who asked: "The year is 2017. Both of this year's films were completed in well under 18,500 person-weeks .... What innovations helped these productions meet their budget goals? What are some specific things that we did differently?" In the end, four thousand emails poured into the Notes Day suggestion box--containing one thousand separate ideas in all. As" | Ed Catmull | ||
| 9b3ec94 | Tom's team distilled the thousand ideas down to 293 discussion topics. That was still way too many for a single day's agenda, so a group of senior managers then met and whittled those down to 120 topics, organized into several broad categories such as Training, Environment and Culture; Cross-Show Resource Pooling (we often call our movies "shows"); Tools and Technology; and Workflow." | Ed Catmull | ||
| 58f4c80 | Once the whittling process was complete, Tom needed to find out roughly how many people were interested in each discussion topic so that he could plan the day accordingly. To that end, the Notes Day Working Group circulated a survey, and what he learned was striking: The number one topic--the one that the most people wanted to talk about--was how to achieve a 12,000 person-week movie. In the end, Tom and his team would arrange seven separat.. | Ed Catmull | ||
| 4f3ab25 | It's all well and good to gather people to discuss workplace challenges, but it was extremely important that we find a way to turn all that talk into something tangible, usable, valuable. How the day was designed, we felt, would be the deciding factor in accomplishing that. | Ed Catmull | ||
| f5899fe | John often plays the role of inspirer-in-chief, and the people at Disney and Pixar alike rely on his energy and optimism. But this was no rah-rah call to action. Ambling to the front of the stage, John proceeded to deliver the most heartfelt and emotional speech I had ever heard him give. He started by talking about candor, and how we spend a lot of time at Pixar talking about its importance. But | Ed Catmull | ||
| 3522902 | A fair amount of feedback had focused on John himself, and not all of it was positive. In | Ed Catmull | ||
| df858e1 | Among the ideas this group put on their exit forms: fostering more empathy between departments through a job-swapping program, establishing a lunch lottery that would match people at random to encourage new connections and friendships, and holding cross-departmental mixers designed to let far-flung colleagues get to know each other over a few beers. | Ed Catmull | ||
| af31541 | YOU'LL REMEMBER THAT the exit forms filled out by Notes Day participants weren't shy about asking, "Who should pitch this proposal?" That was by design--we wanted the best ideas to be pushed forward, not to languish. So" | Ed Catmull | ||
| 6ad21b7 | all those who'd volunteered to be "idea advocates" were called in to work with Tom and his team to hone their pitches. Then, they began making them to me, John, and our general manager, Jim Morris--and together, we immediately began moving to implement the ones that made sense." | Ed Catmull | ||
| 3f832d0 | The ideas that emerged on Notes Day, in other words, were not gathering dust in a drawer. They were changing Pixar--meaningfully and for the better. The | Ed Catmull | ||
| 46f84ac | In the weeks after Notes Day, we implemented four good ideas, committed to five more, and earmarked still a dozen more for continued development. All of them stood to improve either our processes, our culture, or the way Pixar is managed. | Ed Catmull | ||
| 25d7d14 | What made Notes Day work? To me, it boils down to three factors. First, there was a clear and focused goal. This wasn't a free-for-all but a wide-ranging discussion (organized around topics suggested not by Human Resources or by Pixar's executives, but by the company's employees) aimed at addressing a specific reality: the need to cut our costs by 10 percent. While | Ed Catmull | ||
| dcb7350 | Second, this was an idea championed by those at the highest levels of the company. Had the enormous task of making Notes Day a reality been shunted off on someone who didn't have the clout to throw muscle behind it--and not entrusted to Tom, who in turn recruited the most organized people in the company to help him--it would have been an entirely different experience. Employees wouldn't have bought into the idea because they'd sense that ma.. | Ed Catmull | ||
| 054d2c9 | Third, and relatedly, Notes Day was led from within. Many companies hire outside consulting firms to organize their all-staff retreats, and I understand why: Doing them well is a monumental, enormously time-consuming undertaking. But that our own people made Notes Day happen was, I believe, key to its success. Not only did they drive the discussion in meaningful ways, but their involvement also paid its own dividends. Seeing | Ed Catmull | ||
| c2ace67 | Notes Day wasn't an end point but a beginning--a way of making room for our employees to step forward and think about their role in our company's future. I said before that problems are easy to identify, but finding the source of those problems is extraordinarily difficult. Notes brought problems to the surface--but we still had the hard work in front of us. Notes Day didn't solve anything all by itself. But it shifted our culture--repaired.. | Ed Catmull | ||
| c904522 | Walt Disney was one of my two boyhood idols. The other was Albert Einstein. To me, even at a young age, they represented the two poles of creativity. Disney was all about inventing the new. He brought things into being--both artistically and technologically--that did not exist before. Einstein, by contrast, was a master of explaining that which already was. | Ed Catmull | ||
| e23e7fe | Candor isn't cruel. It does not destroy. On the contrary, any successful feedback system is built on empathy, on the idea that we are all in this together, that we understand your pain because we've experienced it ourselves. The need to stroke one's own ego, to get the credit we feel we deserve--we strive to check those impulses at the door. The Braintrust is fueled by the idea that every note we give is in the service of a common goal: sup.. | Ed Catmull | ||
| d1d641c | In a fear-based, failure-averse culture, people will consciously or unconsciously avoid risk. They will seek instead to repeat something safe that's been good enough in the past. Their work will be derivative, not innovative. But if you can foster a positive understanding of failure, the opposite will happen. How, | Ed Catmull | ||
| 823625c | To reiterate, it is the focus on people--their work habits, their talents, their values--that is absolutely central to any creative venture. | Ed Catmull | ||
| 676dea9 | Toy Story 2 was a case study in how something that is usually considered a plus--a motivated, workaholic workforce pulling together to make a deadline--could destroy itself if left unchecked. | Ed Catmull | ||
| 39fd911 | We should trust in people, I told them, not processes. The error we'd made was forgetting that "the process" has no agenda and doesn't have taste. It is just a tool--a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals." | Ed Catmull | ||
| 3b11ca6 | In Monsters, Inc., all of our very different plots shared a common feeling--the bittersweet goodbye you feel once a problem"--in this case, Sulley's quest to return Boo to her own world--"has been solved. You suffer through it as you struggle to solve it, but by the end you've developed a sort of fondness for it, and you miss it when it is gone." | Ed Catmull | ||
| 9571201 | This is why it is so frustrating that funding for arts programs in schools has been decimated. And those cuts stem from a fundamental misconception that art classes are about learning to draw. In fact, they are about learning to see.) Whether | Ed Catmull | ||
| 38fd329 | A good note says what is wrong, what is missing, what isn't clear, what makes no sense. A good note is offered at a timely moment, not too late to fix the problem. A good note doesn't make demands; it doesn't even have to include a proposed fix. But if it does, that fix is offered only to illustrate a potential solution, not to prescribe an answer. Most of all, though, a good note is specific. | Ed Catmull | ||
| ad33bc9 | Originality is fragile. And, in its first moments, it's often far from pretty. | Ed Catmull |