4:08—6:02· 114s
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David“Steve has famously said, and I've heard a few other people say this, that he learned more about the art of management from you than anybody else that he ever met. EdBoy, he didn't tell me that. I would say we were just completely different. DavidBut what are these mechanisms you're saying to like get to these other levels that you used? EdWell, one of them is the discussion is always about the topic. It isn't about who's right. So for me, the example would be in a healthy brain trust meeting, because you've got people working on a film. So what are the dynamics when you come together as a group in order to discuss something, and you're discussing something that has problems. Just the nature of all these films is it may be a great idea underneath it, but it's not gelling or it's not working right. The creative team presenting it know that it doesn't work, but it also means they're vulnerable. They feel vulnerable, and they're presenting it to their colleagues and people who are very successful. So if you're aware of that, then you can actually give them space in order to listen, because that's what we really want is for them to listen. But there are other dynamics that are going on. There are people in the room who may be new to the room, and they may want to demonstrate that they're capable of contributing. So if they put out an idea and it doesn't work, then they may feel like they've embarrassed themselves or they haven't shown themselves worthy. They're now thinking about their relationship to it rather than about the problem. So that's a psychological thing that happens in the group. I throw out an idea, is it accepted or rejected? That becomes a personal thing.”