How can our societies be stabilized in a crisis? Why can we enjoy and understand Shakespeare? Why are fruitflies uniform? How do omnivorous eating habits aid our survival? What makes the Mona Lisa’s smile beautiful? How do women keep our social structures intact? – Could there possibly be a single answer to all these questions? This book shows that the statement: "weak links stabilize complex systems" provides the key to understanding each of these intriguing puzzles, and many more besides. The author, a recipient of several distinguished science communication prizes, explains weak or low probability interactions, and uses them as connecting threads in a vast variety of networks from proteins to ecosystems. This unique book and the ideas it develops will have a significant impact on diverse, seemingly unrelated fields of study.

The co-founder and longtime president of Pixar updates and expands his 2014 New York Times bestseller on creative leadership, reflecting on the management principles that built Pixar’s singularly successful culture, and on all he learned during the past nine years that allowed Pixar to retain its creative culture while continuing to evolve. “Might be the most thoughtful management book ever.”—Fast Company For nearly thirty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner eighteen Academy Awards. The joyous storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable. As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the twenty-five movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and 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. • 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. Creativity, Inc. has been significantly expanded to illuminate the continuing development of the unique culture at Pixar. It features a new introduction, two entirely new chapters, four new chapter postscripts, and changes and updates throughout. Pursuing excellence isn’t a one-off assignment but an ongoing, day-in, day-out, full-time job. And Creativity, Inc. explores how it is done.

Reports for 1980-19 also include the Annual report of the National Council on the Arts.

IDEO founder and Stanford d.school creator David Kelley and his brother Tom Kelley, IDEO partner and the author of the bestselling The Art of Innovation, have written a powerful and compelling book on unleashing the creativity that lies within each and every one of us. Too often, companies and individuals assume that creativity and innovation are the domain of the "creative types." But two of the leading experts in innovation, design, and creativity on the planet show us that each and every one of us is creative. In an incredibly entertaining and inspiring narrative that draws on countless stories from their work at IDEO, the Stanford d.school, and with many of the world's top companies, David and Tom Kelley identify the principles and strategies that will allow us to tap into our creative potential in our work lives, and in our personal lives, and allow us to innovate in terms of how we approach and solve problems. It is a book that will help each of us be more productive and successful in our lives and in our careers.

What role does playful behaviour and playful thought take in animal and human development? How does play relate to creativity and, in turn, to innovation? Unravelling the different meanings of 'play', this book focuses on non-aggressive playful play. The authors emphasise its significance for development and evolution, before examining the importance of playfulness in creativity. This discussion sheds new light on the links between creativity and innovation, distinguishing between the generation of novel behaviour and ideas on the one hand, and the implementation of these novelties on the other. The authors then turn to the role of play in the development of the child and to parallels between play, humour and dreaming, along with the altered states of consciousness generated by some psychoactive drugs. A final chapter looks forward to future research and to what remains to be discovered in this fascinating and important field.

Seeing and Being Seen: Emerging from a Psychic Retreat examines the themes that surface when considering clinical situations where patients feel stuck and where a failure to develop impedes the progress of analysis. This book analyses the anxieties and challenges confronted by patients as they begin to emerge from the protection of psychic retreats. Divided into three parts, areas of discussion include: embarrassment, shame, and humiliation helplessness, power, and dominance mourning, melancholia, and the repetition compulsion. As well as offering fresh ideas, Steiner bases his creative and integrative efforts on previous contributions by psychoanalysts including Freud, Klein, Rosenfeld, and Bion. As such, this book will be of interest to psychoanalysts, clinical psychotherapists, and all those with an interest in the psychoanalytic field.