Rather than managing by clarifying events, the creative process may require raising the level of uncertainty. Sometimes this can be done by issuing a creative challenge that has resonance in that it inspires the team to activity.

The C.E.O.'s job in a creativity-driven company is to be an impresario, not a manager.

The larger the price tag, the more you have to adopt what I call the postmodern management approach. What I mean by that is that you have to use everything when you make a decision.

The challenge is to manage creative people so that the output is fruitful. The challenge is not to have an open environment and simply let them do whatever they want.

The mark of the developed intellect is that it could accommodate two contradictory ideas at the same time.

You would not let your kids do whatever they want. So the challenge is to create accountability in a non-mechanistic way. You cannot come in with a clipboard and check off boxes and figure out why something has not been done on schedule.

The traditional managerial mind-set is an analytical mind-set. It is about creating accountability and defining responsibilities.