Creativity, Inc. by Ed Catmull | Trails

Creativity, Inc.

Creativity, Inc.

Overcoming the Unseen Forces That Stand in the Way of True Inspiration

Ed Catmull

Expert Intuition

Expertise defies formalization; conscious effort defeats itself.

Byron Howard, one of our directors at Disney, told me that when he was learning to play the guitar, a teacher taught him the phrase, “If you think, you stink.” The idea resonated with him—and it informs his work as a director to this day. “The goal is to get so comfortable and relaxed with your instrument, or process, that you can just get Zen with it and let the music flow without thinking,” he told me.

Getting worse precedes getting better in skill.

But the way most people interpret this assertion is that mistakes are a necessary evil. Mistakes aren’t a necessary evil. They aren’t evil at all. They are an inevitable consequence of doing something new (and, as such, should be seen as valuable; without them, we’d have no originality).

Large coordination emerges from small-scale trust.

Its premise is simple: Put smart, passionate people in a room together, charge them with identifying and solving problems, and encourage them to be candid with one another. People who would feel obligated to be honest somehow feel freer when asked for their candor; they have a choice about whether to give it, and thus, when they do give it, it tends to be genuine.

Desperate Pivots

Desperation, not genius, drove transformative pivots.

As the losses mounted, it became clear that there was only one path forward: We needed to abandon selling hardware. After trying everything we could to sell our Pixar Image Computer, we were finally facing the fact that hardware could not keep us going. Like an explorer perched on the edge of a melting ice floe, we needed to leap to more stable ground.

Container shipping remade global supply chains.

Several phrases would later be coined to describe these revolutionary approaches—phrases like “just-in-time manufacturing” or “total quality control”—but the essence was this: ... Deming’s approach—and Toyota’s, too—gave ownership of and responsibility for a product’s quality to the people who were most involved in its creation. Instead of merely repeating an action, workers could suggest changes, call out problems, and—this next element seemed particularly important to me—feel the pride that came when they helped fix what was broken. This resulted in continuous improvement, driving out flaws and improving quality.

Ego-dissolution enables both transcendence and manipulation.

Steve had a remarkable knack for letting go of things that didn't work. If you were in an argument with him, and you convinced him that you were right, he would instantly change his mind. He didn't hold on to an idea because he had once believed it to be brilliant.

Tinkering Sanctuary

Protected spaces insulated from interference enable breakthroughs.

Our job is to protect our babies from being judged too quickly. Our job is to protect the new.

Simplified models systematically fail in complex reality.

Our mental models aren’t reality. They are tools, like the models weather forecasters use to predict the weather.