On Creativity

Creativity is fundamental to human experience. In On Creativity David Bohm, the world-renowned scientist, investigates the phenomenon from all sides. This is a remarkable and life-affirming book by one of the most far-sighted thinkers of modern

Creativity is fundamental to human experience. In On Creativity David Bohm, the world-renowned scientist, investigates the phenomenon from all sides: not only the creativity of invention and of imagination but also that of perception and of discovery. This is a remarkable and life-affirming book by one of the most far-sighted thinkers of modern times.

____________________________ We can all be more creative. John Cleese shows us how. Creativity is usually regarded as a mysterious, rare gift that only a few possess. John Cleese begs to differ, and in this short, immensely practical and often very amusing guide he shows it's a skill that anyone can acquire. Drawing on his lifelong experience as a writer, he shares his insights into the nature of the creative process, and offers advice on how to get your own inventive juices flowing. ____________________________ 'Humorous and practical ... Whether you're hoping to write a novel or paint a masterpiece, you're sure to feel inspired' OK Magazine 'His candor is endearing ... An upbeat guide to the creative process' Kirkus 'A jovial romp ... Cleese fans will enjoy, and writers and other artists will breeze through, picking up a few nuggets of wisdom along the way' The Festival Review 'A sincere and thoughtful guide to creativity, and a very useful book' Graham Norton 'Wise words on the serious business of being silly' Sunday Business Post

A look into what lies behind creativity from one of the advertising industry's leading players Creativity isn’t an occupation; it’s a preoccupation. It is challenge for everyone in the modern world—from business and advertising to education and beyond. Here, the world-famous advertising creative John Hegarty offers a pocket bible of creative thinking, aimed at provoking, challenging, and inspiring greater heights of innovation. From Renaissance art to rock ‘n’ roll, Hegarty takes a wide-angle view of creativity as he sets out to demystify the many ups-and-downs that can arise during the creative process. Paralyzed by the blank page? Daunted by cynics in the workplace? Money leading you astray? Hegarty combines personal experience and anecdotes along with clear, pragmatic, and good-humored insight into tackling all creative challenges head on. Over fifty entries, including “Good is the Enemy of Great,” “Respect Don’t Revere,” “Get Angry,” and “Bad Weather” relay useful and generous advice on how best to improve, sustain, and nurture creativity in any profession. Accompanied by copious irreverent line drawings from Hegarty’s own sketchpad, Hegarty on Creativity is concise, accessible, and richly rewarding.

A moving portrait of a father and daughter relationship and a case for late-stage creativity from Emily Urquhart, the bestselling author of Beyond the Pale: Folklore, Family, and the Mystery of Our Hidden Genes. “The fundamental misunderstanding of our time is that we belong to one age group or another. We all grow old. There is no us and them. There was only ever an us.” — from The Age of Creativity It has long been thought that artistic output declines in old age. When Emily Urquhart and her family celebrated the eightieth birthday of her father, the illustrious painter Tony Urquhart, she found it remarkable that, although his pace had slowed, he was continuing his daily art practice of drawing, painting, and constructing large-scale sculptures, and was even innovating his style. Was he defying the odds, or is it possible that some assumptions about the elderly are flat-out wrong? After all, many well-known visual artists completed their best work in the last decade of their lives, Turner, Monet, and Cézanne among them. With the eye of a memoirist and the curiosity of a journalist, Urquhart began an investigation into late-stage creativity, asking: Is it possible that our best work is ahead of us? Is there an expiry date on creativity? Do we ever really know when we’ve done anything for the last time? The Age of Creativity is a graceful, intimate blend of research on ageing and creativity, including on progressive senior-led organizations, such as a home for elderly theatre performers and a gallery in New York City that only represents artists over sixty, and her experiences living and travelling with her father. Emily Urquhart reveals how creative work, both amateur and professional, sustains people in the third act of their lives, and tells a new story about the possibilities of elder-hood.

'A really good starting point to discover what lights you up' - Emma Gannon 'Unlock your inner creativity and ease your anxiety' Daily Telegraph THE MULTI-MILLION-COPY WORLDWIDE BESTSELLER Since its first publication, The Artist's Way has inspired the genius of Elizabeth Gilbert, Tim Ferriss, Reese Witherspoon, Kerry Washington and millions of readers to embark on a creative journey and find a deeper connection to process and purpose. Julia Cameron guides readers in uncovering problems and pressure points that may be restricting their creative flow and offers techniques to open up opportunities for growth and self-discovery. A revolutionary programme for personal renewal, The Artist's Way will help get you back on track, rediscover your passions, and take the steps you need to change your life. 'Each time I've learned something important and surprising about myself and my work ... Without The Artist's Way, there would have been no Eat, Pray, Love' - Elizabeth Gilbert

From Ed Catmull, co-founder (with Steve Jobs and John Lasseter) of Pixar Animation Studios, comes an incisive book about creativity in business—sure to appeal to readers of Daniel Pink, Tom Peters, and Chip and Dan Heath. Creativity, Inc. is a book for managers who want to lead their employees to new heights, a manual for anyone who strives for originality, and the first-ever, all-access trip into the nerve center of Pixar Animation—into the meetings, postmortems, and “Braintrust” sessions where some of the most successful films in history are made. It is, at heart, a book about how to build a creative culture—but it is also, as Pixar co-founder and president Ed Catmull writes, “an expression of the ideas that I believe make the best in us possible.” For nearly twenty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Monsters, Inc., Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner thirty Academy Awards. The joyousness of the storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, in this book, 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 at the University of Utah, where many computer science pioneers got their start, 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 thirteen 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. • If you don’t strive to uncover what is unseen and understand its nature, you will be ill prepared to lead. • 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. • Do not assume that general agreement will lead to change—it takes substantial energy to move a group, even when all are on board.