The document discusses the importance of creativity in team management and how it drives cultural evolution and quality of life. It emphasizes that successful individuals and companies must balance process with content to avoid confusion and failure, with examples from IBM and Apple. Additionally, it highlights the key traits of creative individuals, the significance of curiosity, and references various influential resources on creativity and team dynamics.

1. ‫ﺧﻼق‬ ‫ﺗﯾم‬ ‫ﻣدﯾرﯾت‬
‫اول‬ ‫ﺟﻠﺳﮫ‬
‫ﻓﺻﯾﺣﯽ‬ ‫اﻣﯾرﺣﺳﯾن‬
١٣٩٧ ‫آﺑﺎن‬

2. ‫ﺳرﻓﺻلھﺎ‬
‫ﺧﻼﻗﯾت‬
‫ﺧﻼق‬ ‫ﺗﯾم‬
‫ﻣدﯾرﯾت‬
‫ﺧﻼق‬ ‫ﺗﯾم‬

3. ‫ﺧﻼﻗﯾت؟‬ ‫اھﻣﯾت‬

4. ‫ﺧﻼﻗﯾت‬ ‫ھدف‬
‫ﺑﺻورت‬ ‫زﻧدﮔﯽ‬ ‫ﮐﯾﻔﯾت‬ ‫ﺑردن‬ ‫ﺑﺎﻻ‬ ‫و‬ ‫ﻓرھﻧﮓ‬ ‫ﮐردن‬ ‫ﻏﻧﯽ‬
.‫ﻣﺳﺗﻘﯾم‬ ‫ﻏﯾر‬

6. “Today, the defining skills of the previous era—the “left brain”
capabilities that powered the Information Age—are necessary but no
longer sufficient. And the capabilities we once disdained or thought
frivolous—the “right-brain” qualities of inventiveness,
empathy, joyfulness, and meaning—increasingly will
determine who flourishes and who flounders.”
― Daniel H. Pink, A Whole New Mind: Why Right-Brainers Will Rule the Future

7. ‫ﺧﻼﻗﯾت‬ ‫ﭼﺎﻟش‬

9. “People get confused; companies get confused. When they start getting bigger, they want to replicate their
initial success. And a lot of them think, ‘Well, somehow, there’s some magic in the process of how that
success was created.’ So they start to institutionalize process across the company. And before very long,
people start to get confused that the process is the content. And that’s ultimately the downfall of IBM. IBM
has the best process people in the world. They just forgot about the content. And that happened a little bit
at Apple, too. We had a lot of people who were great at management process. They just didn’t have a clue
about the content. In my career, I found that the best people are the ones that really understand the
content. And they’re a pain in the butt to manage! But you put up with it because
they’re so great at the content. And that’s what makes great products. It’s not process, it’s content.”
Steve Jobs, 1996

10. ‫ﺧﻼق‬ ‫ﺷﺧص‬

12. ‫آدﻣﺎ؟‬ ‫ﻗﺑﯾل‬ ‫اﯾن‬ ‫ﻓﻘط‬

14. ‫ﺧﻼق‬ ‫ﺗﯾم‬

16. :‫ﺧﻼق‬ ‫ﺗﯾم‬
●‫دارد‬ ‫ﺧﻼق‬ ‫اﻓرادی‬ ‫ﮐﮫ‬ ‫ﺗﯾﻣﯽ‬
●‫اﺳت‬ ‫ﺧﻼق‬ ‫ﺧود‬ ‫اﻓراد‬ ‫ﺑﺎ‬ ‫ﮐﮫ‬ ‫ﺗﯾﻣﯽ‬

18. ‫ﺧﻼﻗﯾت‬
.‫ﻣﯽدھد‬ ‫ﺗﻐﯾﯾر‬ ‫را‬ ‫ﻓرھﻧﮓ‬ ‫ﯾﮏ‬ ‫ﻧﻣﺎدﯾن‬ ‫داﻣﻧﮫ‬ ‫ﮐﮫ‬ ‫ﻓرآﯾﻧدی‬
Process by which a symbolic domain in
the culture is changed.

19. ‫ﻓرھﻧﮕﯽ‬ ‫ﺗﮑﺎﻣل‬
GENE MEME

20. ‫ﺧﻼﻗﯾت‬ ‫اول‬ ‫ﻻزﻣﮫ‬
‫ﻧﻣﺎدﯾن‬ ‫ﻗواﻧﯾن‬ ‫ﺑﺎ‬ ‫ﻓرھﻧﮓ‬
Culture with Symbolic Rules

22. ‫ﺧﻼﻗﯾت‬ ‫دوم‬ ‫ﻻزﻣﮫ‬
‫ﺧﻼق‬ ‫ﺷﺧص‬

24. ‫ﺧﻼﻗﯾت‬ ‫ﺳوم‬ ‫ﻻزﻣﮫ‬
‫ﻣﺗﺧﺻﺻﺎن‬ ‫ﻣﯾدان‬
Field of Experts

25. ‫ﻧﻘﺎﺷﯽ؟‬ ‫ﻣﯾدان‬

27. ‫ﻧوﭘﺎ‬ ‫ﮐﺳبوﮐﺎرھﺎی‬ ‫ﻣﯾدان‬

29. ‫وﯾدﯾوﯾﯽ‬ ‫ﺑﺎزیھﺎی‬ ‫ﻣﯾدان‬

30. ‫وﯾدﯾوﯾﯽ‬ ‫ﺑﺎزیھﺎی‬ ‫ﻣﯾدان‬
‫ﺳﺎز‬ ‫ﺟرﯾﺎن‬ ‫ﻧﺎﺷران‬
‫رﺳﺎﻧﮫھﺎ‬
‫ﭘﻠﺗﻔرمھﺎ‬

33. ‫ﻣﯾدان؟‬ ‫در‬ ‫ﻣردم‬ ‫ﻧﻘش‬

36. 38!

37. ‫ﺗﺎﺛﯾرﮔذاران؟‬
Influencers

39. ‫ﻣﺗﺧﺻﺻﺎن‬ ‫ﻣﯾدان‬ ‫دام‬

40. ‫ﭼﯾﺳت؟‬ ‫ﻣﺗﺧﺻﺻﺎن‬ ‫ﻣﯾدان‬ ‫ھدف‬
‫ﮐﯾﺳت؟‬ ‫ﻣﺗﺧﺻﺻﺎن‬ ‫ﻣﯾدان‬ ‫ﻣﺧﺎطب‬

42. Niche
vs
Pop

43. ‫ﺣرﮐت‬ ‫ﻧﯾﺎزﻣﻧد‬ ‫ﻣﺧﺎطب‬ ‫اﻓزاﯾش‬
!‫اﺳت‬ ‫ﺣﺎﺷﯾﮫ‬ ‫ﺳﻣت‬ ‫ﺑﮫ‬ ‫ﻣﺗن‬ ‫از‬

47. ‫دﯾﮕر‬ ‫ﻣﺗﺧﺻﺻﺎن‬ ‫ﻣﯾدان‬ ‫ﮐﮫ‬ ‫زﻣﺎﻧﯽ‬
.‫ﻧﯾﺳت‬ ‫ﻣﺗﺧﺻﺻﺎن‬ ‫ﻣﯾدان‬

50. Devolver
We just look for a developer who's trying something a little different.
Something that's a cool idea that we want to bring to a bigger audience. It's as
simple as that.
"It doesn't mean anything other than that the game has a very 'art-forward'
design to it, as in games as an artform. It's not a general market everyone
will love. Not everyone's going to love Minit, not everyone's going to love Gris.
But we think they bring something important and interesting to games, and
we can help bring them to the audience out there that will appreciate them."

53. Devolver
We're not saying no to games because we don't think they can sell 500,000
copies. That's a stupid way of looking at it.
Pushing the medium forward is something Devolver wants to do, even if the
games doing that work don't always sell as well as others.

55. Mike Wilson
“It’s so important to us to be in control, and not get big,” he says. “Because
with the bigness comes all the weird pressures that have nothing to do
with games. People ask us, ‘What’s your exit strategy?’ We don’t have an exit
strategy. We love what we’re doing. We had a guy from Time ask us the other
day, ‘Where do you go from here? What’s the big plan?’”
Wilson looks around and waves a hand at the parking lot, continuing softly,
“We would like to continue doing this. We think this is fun. We’re not getting
rich off this, but we’re making a comfortable living.
“This is by far the most fun we’ve ever had in the industry.”

56. ‫ﺧﻼق‬ ‫ﺷﺧص‬ ‫ﻻزﻣﮫ‬

57. ‫ﺗوﺟﮫ‬

59. !‫آﻣﺎدهام‬ ‫و‬ ‫ھﺳﺗم‬ ‫ھرم‬ ‫ﺑﺎﻻی‬ ‫ﻣن‬

61. ‫اﺳت؟‬ ‫ﻻزم‬ ‫ھﻣﯾﺷﮫ‬ ‫ﺧﻼﻗﯾت‬ ‫آﯾﺎ‬

64. ١۵ ‫ﻗرن‬ ‫ﻓﻠوراﻧس‬ ‫ﺧﻼﻗﯾت‬ ‫ﺗﺣﻠﯾل‬

67. .‫اﺳت‬ ‫ﭘﯾﭼﯾده‬ ‫ﺳﯾﺳﺗم‬ ‫وﯾژﮔﯽھﺎی‬ ‫از‬ ‫ﺧﻼﻗﯾت‬

68. ‫ﺧﻼق‬ ‫آدمھﺎی‬ ‫ﺧﺻوﺻﯾتھﺎی‬
‫ﺳﮑون‬ ‫در‬ ‫و‬ ‫ﺳﺎﮐت‬ ‫ﮔﺎھﯽ‬ ‫ﺣﺎل‬ ‫ﻋﯾن‬ ‫در‬ ‫وﻟﯽ‬ ‫زﯾﺎد‬ ‫ﻓﯾزﯾﮑﯽ‬ ‫اﻧرژی‬ - ١
(١٢٠ ‫ھوﺷﯽ‬ ‫ﺿرﯾب‬ ‫)ﺣد‬ ‫ﺧﺎم‬ ‫و‬ ‫ﺑﺎھوش‬ - ٢
‫اﻧﺿﺑﺎط‬ ‫دارای‬ ‫و‬ ‫ﺑﺎزﯾﮕوش‬ - ٣
‫ﺗﺧﯾل‬ ‫و‬ ‫واﻗﻌﯾت‬ ‫ﺑﯾن‬ ‫ﻣﺗﻐﯾر‬ - ۴
‫ا‬‫درونﮔر‬ ‫و‬ ‫ﺑرونﮔرا‬ - ۵

69. ‫ﻣﻐرور‬ ‫و‬ ‫ﻓروﺗن‬ - ۶
‫زﻧﺎﻧﮕﯽ‬ ‫و‬ ‫ﻣرداﻧﮕﯽ‬ ‫ﺧﺻوﺻﯾﺎت‬ ‫دارای‬ - ٧
‫ﺳﺎﺧﺗﺎرﺷﮑن‬ ‫و‬ ‫ﺳﻧتﮔرا‬ - ٨
‫ﮐﺎر‬ ‫ﻣورد‬ ‫در‬ ‫ﻋﯾﻧﯽ‬ ‫و‬ ‫ﭘرﺷور‬ - ٩
‫ﻟذت‬ ‫از‬ ‫ﺷﺎد‬ ‫ﺣﺎل‬ ‫ﻋﯾن‬ ‫در‬ ‫وﻟﯽ‬ ‫دردﻣﻧد‬ ‫و‬ ‫رﻧﺞﮐش‬ - ١٠

71. ‫ﺧﻼق‬ ‫ﻓرآﯾﻧد‬ ‫ﻣرﺣﻠﮫ‬ ۵

72. ‫ﻣﺳﺎﻟﮫ‬ ‫ﺷﻧﺎﺧت‬ - ١

74. ‫ﻧﮭﻔﺗﮕﯽ‬ ‫دوره‬ - ٢
Incubation

76. ‫ﺷد؟‬ ‫ﭼﯽ‬ ‫ﮐﺎر‬

77. ‫ﺑﯾﻧش‬ - ٣
Insight

79. ‫ﺑررﺳﯽ‬ - ۴
Evaluation

82. ‫ﺟزﯾﯾﺎت‬ - ۵
Elaboration

85. ‫اﺳت‬ ‫ﺑﺎزﮔﺷﺗﯽ‬ ‫ﻓرآﯾﻧد‬
Recursive

86. ‫ﺳوال‬
‫ﻣﯽﺷود؟‬ ‫ﺧﻼﻗﯾت‬ ‫رﻓﺗن‬ ‫ﺑﺎﻻ‬ ‫ﺑﺎﻋث‬ ‫ﭼﮕوﻧﮫ‬ ‫ﻣﺣدودﯾت‬

87. ‫ﺑﭘرﺳﯾم‬ ‫ﺧﻼق‬ ‫آدم‬ ‫آز‬
‫داری؟‬ ‫ﺣﺳﯽ‬ ‫ﭼﮫ‬

88. .‫ﺟدﯾد‬ ‫ﭼﯾز‬ ‫ﯾﮏ‬ ‫ﮐﺷف‬ ‫ﯾﺎ‬ ‫و‬ ‫طراﺣﯽ‬ ‫ﺷوق‬

90. ‫ﺷوق‬
Delight
(‫اﻟﮕو‬ ‫)ﺷﻧﺎﺧت‬

91. ‫وﯾدﯾوﯾﯽ؟‬ ‫ﺑﺎزیھﺎی‬ ‫ﺟذاﺑﯾت‬
Fun
(‫اﻟﮕو‬ ‫)ﯾﺎدﮔﯾری‬

92. ‫ﮐﺎراﻧﮫ‬ ‫ﻣﺣﺎﻓظﮫ‬ ‫ﮔراﯾش‬
‫ﮔﺳﺗراﻧدن‬ ‫ﮔراﯾش‬

93. ‫آﻧﺗروﭘﯽ‬

94. ‫ﺑودن‬ ‫راﺣت‬ ‫ﻟذت‬

95. ‫از‬ ‫ﺑﯾﺷﺗر‬ ‫ﺑﻌﺿﯽ‬ ‫ﺑرای‬ ‫راﺣﺗﯽ‬ ‫ﻟذت‬
.‫اﺳت‬ ‫ﺟدﯾد‬ ‫ﮐﺷف‬ ‫ﭼﺎﻟش‬

96. ‫ﺑﮭﯾﻧﮫ‬ ‫ﺗﺟرﺑﮫ‬
‫ﺟرﯾﺎن‬

100. ‫ﺟرﯾﺎن‬
.‫دارد‬ ‫وﺟود‬ ‫ﻣﺳﯾر‬ ‫ﻗدم‬ ‫ھر‬ ‫در‬ ‫ﻣﺷﺧص‬ ‫اھداف‬ - ١

101. ‫ﺟرﯾﺎن‬
.‫ﻣﯽﺷود‬ ‫دﯾده‬ ‫ﮐﻧش‬ ‫ﺑﮫ‬ ‫ﻓوری‬ ‫ﺑﺎزﺧورد‬ - ٢

102. ‫ﺟرﯾﺎن‬
.‫دارد‬ ‫وﺟود‬ ‫ﺗﻌﺎدل‬ ‫ﭼﺎﻟش‬ ‫و‬ ‫ﻣﮭﺎرت‬ ‫ﺑﯾن‬ - ٣

104. ‫ﺟرﯾﺎن‬
.‫ﻣﯽﺷوﻧد‬ ‫ﯾﮑﭘﺎرﭼﮫ‬ ‫آﮔﺎھﯽ‬ ‫و‬ ‫ﮐﻧش‬ - ۴
.‫ﻣﯽرود‬ ‫ﺑﯾن‬ ‫از‬ ‫ﭘرﺗﯽ‬ ‫ﺣواس‬ - ۵
.‫ﻧدارد‬ ‫وﺟود‬ ‫ﺷﮑﺳت‬ ‫از‬ ‫ﻧﮕراﻧﯽ‬ - ۶
.‫ﻣﯽرود‬ ‫ﺑﯾن‬ ‫از‬ ‫ﺧودآﮔﺎھﯽ‬ - ٧
.‫ﻣﯽﺷود‬ ‫ﻣﻐﺷوش‬ ‫زﻣﺎن‬ ‫ﺣس‬ - ٨
.‫ﻣﯽﺷود‬ Autotelic ‫ﻓﻌﺎﻟﯾت‬ - ٩

105. ‫ﮐﻧﺟﮑﺎوی‬

107. ‫ﮐﻧﺟﮑﺎوی‬

108. "There is one thing I look for in my interviews, curiosity!”

109. ‫ﺷﺧﺻﯾت‬ ‫ﺗﻐﯾﯾر‬
‫ﺻورت‬ ‫ﺗوﺟﮫ‬ ‫ﺟدﯾد‬ ‫اﻟﮕوھﺎی‬ ‫ﯾﺎدﮔﯾری‬ ‫ﺑﺎ‬ ‫ﺷﺧﺻﯾت‬ ‫ﺗﻐﯾﯾر‬
.‫ﻣﯽﮔﯾرد‬

110. ‫ﺑﮕﯾرﯾم؟‬ ‫ﯾﺎد‬ ‫ﺟدﯾد‬ ‫اﻟﮕوی‬ ‫ﭼرا‬

111. !‫دارﯾم‬ ‫ﺣﺎﺿر‬ ‫ﺣﺎل‬ ‫در‬ ‫زﯾﺎدی‬ ‫اﻟﮕوھﺎی‬ ‫وﻗﺗﯽ‬

112. ‫ھﺳﺗﻧد؟‬ ‫ﭘﺎﺳﺦﮔو‬ ‫اﻧدازه‬ ‫ﭼﮫ‬ ‫ﺗﺎ‬ ‫اﻟﮕوھﺎ‬

116. ‫دارد‬ ‫زﯾرﯾن‬ ‫ﺟﮭﺎن‬ ‫ﺑﮫ‬ ‫ﺳﻔر‬ ‫ﺗواﻧﺎﯾﯽ‬ ‫دﯾوﻧﯾزوس‬

119. ‫ﺑﯾﻧم‬ ‫ﻣﯽ‬ ‫ﺧدا‬ ‫ﻧور‬ ‫ﻣﻐﺎن‬ ‫ﺧراﺑﺎت‬ ‫در‬
‫ﻣﯽﺑﯾﻧم‬ ‫ﮐﺟﺎ‬ ‫ز‬ ‫ﻧوری‬ ‫ﭼﮫ‬ ‫ﮐﮫ‬ ‫ﺑﯾن‬ ‫ﻋﺟب‬ ‫اﯾن‬
‫ﺣﺎﻓظ‬

122. ‫اﻣن؟‬ ‫دﯾواﻧﮕﯽ‬

129. ‫ﻣﻧﺎﺑﻊ‬
‫ﺧﻼﻗﯾت‬ ‫ﺟﺎدوی‬
https://www.slideshare.net/amirhfassihi/ss-55568076
Creativity: Flow and the Psychology of Discovery and Invention
https://www.amazon.com/dp/B000TG1X9C
Artful Making: What Managers Need to Know About How Artists Work
https://www.amazon.com/Artful-Making-Managers-About-Artists/dp/0130086
959
The 5 Levels of Leadership
https://www.amazon.com/dp/B004QZ9P7O/

130. ‫ﻣﻧﺎﺑﻊ‬
Project Aristotle By Google
https://rework.withgoogle.com/print/guides/5721312655835136/
Games People Play, Eric Berne
https://www.amazon.com/dp/B005C6E76U
Drive: The Surprising Truth About What Motivates Us, Daniel Pink
https://www.amazon.com/dp/B004P1JDJO/
A Whole New Mind: Why Right-Brainers Will Rule the Future
https://www.amazon.com/dp/B000PC0SPU

131. The Birth of Tragedy
https://www.amazon.com/Birth-Tragedy-Oxford-Worlds-Classics/dp/01928329
21
Zen Mind, Beginner’s Mind: Informal Talks on Zen Meditation and Practice
https://www.amazon.com/Zen-Mind-Beginners-Informal-Meditation/dp/15903
08492
The Lean Startup
https://www.amazon.com/Lean-Startup-Entrepreneurs-Continuous-Innovation
/dp/0307887898

132. ‫ﻣﻧﺎﺑﻊ‬
Zero to One: Notes on Startups, or How to Build the Future, Peter Thiel
https://www.amazon.com/Zero-One-Notes-Startups-Future/dp/0804139296
Why Greatness Cannot Be Planned: The Myth of the Objective
https://www.amazon.com/Why-Greatness-Cannot-Planned-Objective/dp/3319
155237
Tribal Leadership, Dave Logan
https://www.amazon.com/Tribal-Leadership-Leveraging-Thriving-Organization
/dp/0061251321

133. ‫ﻣﻧﺎﺑﻊ‬
Creativity Inc.: Overcoming the Unseen Forces That Stand in the Way of True
Inspiration, Ed Catmull
https://www.amazon.com/Creativity-Inc-Overcoming-Unseen-Inspiration/dp/0
812993012
The Five Dysfunctions of a Team: A Leadership Fable
https://www.amazon.com/Five-Dysfunctions-Team-Leadership-Fable/dp/0787
960756
Zen in the Art of Archery
https://www.amazon.com/Zen-Art-Archery-Eugen-Herrigel/dp/0375705090