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Failure isn't a necessary evil. In fact, it isn't evil at all. It is a necessary consequence of doing something new.
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1.11K reads
51
937 reads
59
752 reads
To enable candor, build trust and mutual respect first. Question ideas, not people. Reward truth-telling. Make sharing concerns safe.
Authentic feedback, however brutal, aims to achieve excellence. Hear it openly, not defensively. Truth emerges through debate, not blind consensus. Hearing the truth, though hard initially, enables growth.
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690 reads
Prototype to test assumptions faster and cheaper before committing fully. Fail early to succeed faster. Use minimum viable prototypes to validate concepts.
Collect real user feedback. Refine or kill mediocre ideas before over-investing. Move forward based on evidence from prototypes.
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606 reads
View work as never finished, just released. Maintain beginner's mindset for continuous learning.
Evolve creative process constantly. Challenge status quo.
Eliminate silos; enable idea cross-pollination. Compete against yourself, not others.
Vulnerability and questioning lead to innovation.
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568 reads
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Enable people to identify deeply with company purpose. Elevate work from job to mission. Connect roles to vision to motivate. Celebrate team accomplishments.
Encourage ambitious organizational goals. Align rewards to team results. Build shared consciousness and commitment beyond titles.
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550 reads
IDEAS CURATED BY
CURATOR'S NOTE
The book Creativity, Inc. provides an inside look at Pixar Animation Studios and the leadership principles that enabled it to become one of the most creative and successful animation studios in the world. Co-founder and President Ed Catmull takes readers behind the scenes, from Pixar's early days as a small computer company to producing blockbuster hits like Toy Story, Finding Nemo, and Up.
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Curious about different takes? Check out our Creativity, Inc. Summary book page to explore multiple unique summaries written by Deepstash users.
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