Creativity in Context is an update of The Social Psychology of Creativity, a classic text for researchers, students, and other interested readers. Creativity in Context incorporates extensive new material, going far beyond the original to provide a comprehensive picture of how the motivation for creative behavior, and creativity itself, can be influenced by the social environment.Teresa Amabile describes new findings from both her own research and from the work of many others in the field, detailing not only the ways in which creativity can be killed by social-psychological influences, but also the ways in which it can be maintained and stimulated. The research and the theory have moved beyond a narrow focus on the immediate social environment to a consideration of broad social influences in business organizations, classrooms, and society at large; beyond a documentation of social influences to a consideration of the cognitive mechanisms by which social factors might impact creativity; and beyond subject populations consisting of children and college students to an inclusion of professional artists, research scientists, and other working adults.Amabile describes a greatly expanded set of methodologies for assessing creativity, and introduces a set of methodologies for assessing the social environment for creativity in non-experimental studies. Throughout, the book maintains a clear focus on a comprehensive view of creativity—how the social context can influence motivation and how motivation, in conjunction with personal skills and thinking styles, can lead to the expression of creative behavior within that context. The result is a clarified theory of how creativity actually happens, with strong implications for supporting and increasing essential aspects of human performance.

This book preserves the original content and provides some insight into recent developments in the social psychology of creativity. It begins to study the ways in which social factors can serve to maintain creativity and cognitive mechanisms by which motivation might have an impact on creativity.

Brings together the research programs and findings of the twenty-four psychological scientists most cited in major textbooks on creativity.

What really sets the best managers above the rest? It’s their power to build a cadre of employees who have great inner work lives—consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly. As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees’ inner work lives. But it’s forward momentum in meaningful work—progress—that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day. The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts—events that directly facilitate project work, such as clear goals and autonomy—and (2) nourishers—interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality. Brimming with honest examples from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the insights they need to maximize their people’s performance.

A rounded, comprehensive, guide to issues of practice, pedagogy and policy concerned with creative education.

A myth-shattering how-to by the established authority in the field that proves creativity must originate from within the child and shows parents and teachers how to help foster it.

This edited volume from a conference held at Northwestern University concerns the latest research on creativity and innovations in groups. It represents research from three different camps: group, cognitive processes, and organizational behavior.

This book brings together leading scholars in the field of creativity to provide an overview and examination of the work of Teresa Amabile, a pioneer of research on organizational creativity. The authors explore Dr. Amabile’s contributions to the modern study of creativity in organizations and her influence on current research. Further, they also reflect on how her work might be used to advance future research, particularly in the areas of componential theory and its extension as well as the consensual assessment technique. The contributors include both eminent and emerging scholars and their diverse backgrounds can be seen to reflect the breadth of the impact of Teresa Amabile’s work across the areas of the social psychology of creativity, creativity measurement, and application of this knowledge to understanding creativity and innovation in the workplace. This book will provide an invaluable resource to students and scholars of social psychology, creativity studies, industrial and organizational psychology, business and management.

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 first genuinely interdisciplinary study of creativity in early modern England In the seventeenth century, the concept of creativity was far removed from most of the fundamental ideas about the creative act - notions of human imagination, inspiration, originality and genius - that developed in the eighteenthand nineteenth centuries. Instead, in this period, students learned their crafts by copying and imitating past masters and did not consciously seek to break away from tradition. Most new material was made on the instructions of apatron and had to conform to external expectations; and basic tenets that we tend to take for granted-such as the primacy and individuality of the author-were apparently considered irrelevant in some contexts. The aim of this interdisciplinary collection of essays is to explore what it meant to create buildings and works of art, music and literature in seventeenth-century England and to investigate the processes by which such creations came into existence. Through a series of specific case studies, the book highlights a wide range of ideas, beliefs and approaches to creativity that existed in seventeenth-century England and places them in the context of the prevailing intellectual, social and cultural trends of the period. In so doing, it draws into focus the profound changes that were emerging in the understanding of human creativity in early modern society - transformations that would eventually lead to the development of a more recognisably modern conception of the notion of creativity. The contributors work in and across the fields of literary studies, history, musicology, history of art and history of architecture, and their work collectively explores many of the most fundamental questions about creativity posed by the early modern English 'creative arts'. REBECCA HERISSONE is Head of Music and Senior Lecturer in Musicology at the University of Manchester. ALAN HOWARD is Lecturer in Music at the University of East Anglia and Reviews Editor for Eighteenth-Century Music. Contributors: Linda Phyllis Austern, Stephanie Carter, John Cunningham, Marina Daiman, Kirsten Gibson, Raphael Hallett, Rebecca Herissone, Anne Hultzsch, Freyja Cox Jensen, Stephen Rose, Andrew R. Walkling, Amanda Eubanks Winkler, James A. Winn.