The BrainTrust meetings at Pixar Studios played a crucial role in the development of movies. Every movie was put through at least six BrainTrust meetings during its development phase. These meetings were frank and candid, harnessing the ideas of the entire team while maintaining the creative team's project ownership. As stated by Catmull, all their movies initially had shortcomings, and it was during the BrainTrust meetings where they identified these issues and started to rectify them.

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The Culture Code

Danny Coyle unlocks the secrets of highly effective group cultures by studying the finest teams across various industries in the world, including the...

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To do this Catmull created a set of organizational habits. Every movie is put through at least six BrainTrust meetings during development. These meetings are frank and candid, harnessing the ideas of the entire team while maintaining the creative team's project ownership. As Catmull puts it "All our movies suck at first. The BrainTrust is where we figure out why they suck, and it's also where they start not to suck."

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A startup can use the key topics or framework covered in The Culture Code to grow by implementing the principles of effective group cultures. This includes creating a set of organizational habits that encourage frank and candid discussions, similar to the BrainTrust meetings at Pixar Studios. These meetings harness the ideas of the entire team while maintaining project ownership. This approach allows for continuous improvement and innovation, which are crucial for startup growth.

The Culture Code challenges existing paradigms in organizational culture by advocating for a culture of openness, collaboration, and frankness. It emphasizes the importance of creating a safe environment where everyone feels comfortable sharing their ideas, even if they are not perfect. This is a departure from traditional hierarchical structures where only the ideas of the top leaders are valued. The book also highlights the importance of continuous improvement and learning from mistakes, which is not always encouraged in traditional organizational cultures.

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