the Varoom Varoom lounge
a collection of creative thinking resources
the Varoom Varoom lounge
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…. what Schön called ‘reflection in action’ -

He discovered that the work of skilled professionals did not consist in having a sudden revelation, but in trying things out, talking things through, playing about, testing ideas and so allowing the ‘right’ solution to emerge.

To do this as a group requires that its members practise certain habits. They need to listen well, to avoid becoming too attached to their own ideas, to accept uncertainty and to take risks.

Holding the conversational space open until a consensus emerges, and staying open to data or observations that invite us to consider that we may have been mistaken, are not things that all agency or marketing people find easy to do.

But it may be that the best chance of improving the quality of advertising decisions lies in paying attention to these processes and seeking to improve them.

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Paul Feldwick via David Warren’s blog
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"Ed Catmull, president of Pixar (a company that knows a thing or two about building long-term value through creativity), describes the fallacy of an individual creative genius with a singular idea.
The complexity of product development involves so many ideas that what is required is an ideas-from-anywhere approach, a large multi-disciplinary group, behaving creatively, marshalled around a vision, working together as a team to solve a large number of problems.
Constant effort to avoid error is counter-productive, meaning it’s better to fix problems than to solve them, and the creative leader’s role is to facilitate the group, to mix things up, but keep the vision clear: “When we say we are director led…the way we can tell when they are not leading is if people say they are not following.”"

Pixar

I agree.  Good creative facilitation is key to driving decent collaboration between specialists and input from across the board, whilst helps avoid the ‘death by committee’ trap. Also, having a basic idea development process to guide the group helps too.  It allows specialists and generalists each to play their role along the pipeline,  strengthening the output versus diluting it.

Ann 

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Pistoletto’s Mile Stone (1967)
Pistoletto emptied his studio and, in a manifesto, announced he would open his space to other artists to showcase their work.  He featured a single work to mark this watershed moment -   Mile Stone, a stone waymarker with “1967” etched in the top. 
“Opening up my studio was a “technical” thing. I had almost always had a relationship with young artists in Turin. As I had ‘opened’ paintings to the presence and participation of all, why not ‘open’ a physical space instead?” - (Michelangelo Pistoletto, interview with M. Bandini, in NAC, Bari, November 1973).
“Many people who had read the manifesto came to the studio and this space really became something wonderful. Everyday relations with people who had things to show, to do. They started screening their films, reciting poems, and the public came to listen, so there were these continuous encounters” - (Michelangelo Pistoletto, interview with Germano Celant, cit., 68).
Ann
Interested vs Interesting
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Vice+Intel = The Creators Project
1 dialogue 5 stories
NASCAR blindness