From Complexity To Creativity

Combining insights from the new science of complexity with insights from psychoanalysis, Stacey posits that repressing the anxiety caused by the unstable, ever-changing nature of today's business world also represses the creative impulses - the "spaces for novelty" - that allow members of a workforce to produce their best work. Using the science of complexity as a starting point, he pulls together many insights into behavior and organizational functioning that currently lie at the edges of research and practice. This book invites people to explore what the new science might mean for understanding life in organizations, and shows how it can be used as a framework for understanding the processes that produce emergence rather than intentional strategies. Stacey presents an entirely new perspective on what it means for an organization to learn.

Cybernetic pioneer Warren McCullough asked: "What is a man, that he may know a number; and what is a number, that a man may know it?" Thinking along much the same lines, my question here is: "What is a creative mind, that it might emerge from a complex system; and what is a complex system, that it might give rise to a creative mind?" Complexity science is a fashionable topic these days. My perspective on complexity, however, is a somewhat unusual one: I am interested in complex systems science principally as it reflects on abstract mathematical, computational models of mind. In my three previous books, The Structure of Intelligence, Evolving Mind, and Chaotic Logic, I have outlined a comprehensive complex-systems-theoretic theory of mind that I now call the psynet model. This book is a continuation of the research program presented in my previous books (and those books will be frequently referred to here, by the nicknames EM and CL). One might summarize the trajectory of thought spanning these four books as follows. SI formulated a philosophy and mathem- ics of mind, based on theoretical computer science and the concept of "pattern. " EM analyzed the theory of evolution by natural selection in similar terms, and used this computational theory of evolution to establish the evolutionary nature of thought.

Cybernetic pioneer Warren McCullough asked: "What is a man, that he may know a number; and what is a number, that a man may know it?" Thinking along much the same lines, my question here is: "What is a creative mind, that it might emerge from a complex system; and what is a complex system, that it might give rise to a creative mind?" Complexity science is a fashionable topic these days. My perspective on complexity, however, is a somewhat unusual one: I am interested in complex systems science principally as it reflects on abstract mathematical, computational models of mind. In my three previous books, The Structure of Intelligence, Evolving Mind, and Chaotic Logic, I have outlined a comprehensive complex-systems-theoretic theory of mind that I now call the psynet model. This book is a continuation of the research program presented in my previous books (and those books will be frequently referred to here, by the nicknames EM and CL). One might summarize the trajectory of thought spanning these four books as follows. SI formulated a philosophy and mathem- ics of mind, based on theoretical computer science and the concept of "pattern. " EM analyzed the theory of evolution by natural selection in similar terms, and used this computational theory of evolution to establish the evolutionary nature of thought.

Creativity is like an iceberg - the resulting new idea, or novel solution is only 10% of the effort. The other 90% is the complex interplay of thinking skills and strategies, personal and motivational properties that activate these skills and strategies, and the social and organizational factors of the environment that influence the creative process. Creativity in Engineering focuses on the Process, Person, Product, and Place to understand when and why creativity happens in the engineering environment and how it can be further encouraged. Special Features: Applies findings in creativity research to the engineering arena Defines engineering creativity and differentiates it from innovation Discusses personality and motivational factors that impact creativity Clarifies the role of creativity in the design process Details the impact of thinking skills and strategies in creativity Identifies the role the organization and environment plays in encouraging creativity Discusses the 4P's of Creativity: Person, Product, Process, and Place Provides tactics and tools that will help users foster creativity in engineering environments Identifies how creativity results in innovative new solutions to problems Applies creativity research and knowledge to the engineering space

There is a demand to be new and special, conspicuous and singular. How did this creativity complex and its imperative to be creative come about? Gathering and interweaving forty short and incisive essays, this companion maps, investigates, and illuminates the contemporary creativity complex.

In an increasingly complex world the natural human inclination is to oversimplify issues and problems to make them seem more comprehensible and less threatening. This tendency usually generates forms of dogmatism that diminish our ability to think creatively and to develop worthy talents. Fortunately, complexity theory is giving us ways to make sense of intricate, evolving phenomena. This book represents a broad, interdisciplinary application of complexity theory to a wide variety of phenomena in general education, STEM education, learner diversity and special education, social-emotional development, organizational leadership, urban planning, and the history of philosophy. The contributors provide nuanced analyses of the structures and dynamics of complex adaptive systems in these academic and professional fields.

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.

The authors present a new approach to leadership based on findings from complexity science. Integrating real case studies with rigorous research results, they explore the biggest challenges being faced in fast-paced organizations, and provide a host of concrete tools for leading during critical periods.

'FAST Creativity & Innovation' explores all the original concepts behind the FAST method with examples from all sorts of disciplines and industries, as well as looking at some of the newer derivatives of the method.