Today's workers spend upwards of 80% of their time collaborating and teams have become the fundamental unit within organizations. Creative Success in Teams summarizes for practitioners and researchers what drives team creativity. Utilizing research from psychology, organizational behavior/management, business, and education, the book discusses how best to start, manage, and foster creativity in team environments, how to encourage participation and collaboration, what makes for the most creative team, and how best to lead and evaluate creative teams. - Summarizes creativity research from psychology, education, and business - Identifies how best to form a team for creative output - Discusses how to foster team participation and collaboration - Includes multicultural, interdisciplinary, and diverse teams

Creativity is a highly valued skill set that drives a significant portion of the global economy. It does not depend on a random stroke of genius, but instead on inspired hard work that creatives dive into, fueled by a sense of purpose and meaning with the potential for well-being and happiness--and a job that pays. This book lays out a three-part Creative Success Now Methodology consisting of the mindset, authenticity set, and skill sets that can empower you to pursue the creative life--both for your personal journey toward success and because the world needs your ideas. Ultimately, this book will help you to solve the many problems you encounter as a creative person so that you can live as a successful creative in the twenty-first century.

When an organization sponsors a team, it’s usually to address a challenge deemed essential to organizational success. Meeting that challenge might mean implementing new ways of working, entering new markets, or developing a new product. Teams can produce innovative solutions, but leading them toward that goal can be difficult. Getting the team off on the right foot is critical to its success. To launch a team in a way that increases its chance of success, managers and team leaders should pay attention to four critical points: setting purpose and direction, defining roles and responsibilities, designing procedures and practices, and building cooperation and relationships. Understanding and implementing these elements is key to a successful launch and, in the end, essential to a team’s achieving the organization’s goals.

Creatives are taught the rules of design by mentors and professors. We are told what to do and how to do it. "Follow the rules and color within the lines," they say. "Only use two fonts on a page and don't make your logo too complicated," they say. It's time for us to tell them to shove it. Creative Anarchy explains and explores both rule-following and rule-breaking design. It includes tips to throw design caution to the wind, designers' stories with galleries of work, and creative exercises to help push your designs to the next level. Creative Anarchy is about great design and awesome ideas. You'll find sections specifically devoted to designing logos, posters, websites, publications, advertising and more.

For the past two decades, creativity and innovation have been viewed by researchers as critical to organizational success and survival. Understanding the factors that facilitate or inhibit creativity and innovation at the individual level has been the focus of much of the research in this area. However, while earlier work on teams considered the working dynamics of the group as a context variable with individual creativity the outcome, research now emphasizes group creativity as the intended, desired outcome. This shift in thought has occurred because many of the problems routinely facing organizations are complex and cannot be solved by a single individual at the helm. Edited by Roni Reiter-Palmon, Team Creativity and Innovation provides readers with a state-of-the-art review of the major concepts and current research related to the demonstrable benefits of team creativity and innovation. In this volume, Reiter-Palmon and contributors explore such topics as team collaboration and communication, trust and psychological safety, team diversity, social networks, conflict, organizational learning, and more as a way to introduce readers to the issues that matter most in today's modern, forward-thinking workplace.

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.

Identifies the importance of a conscious, planned and shared collaborative environment that promotes teamwork, creativity and enthusiasm, revealing counter-intuitive facts while sharing research-based examples that identify the essential components of an effective team. 15,000 first printing.