Bryan Singer Quotes

The best work for creative folks on the team is when the problem is big and the solution escapes everyone.

I do a lot of brainstorming with my editors.

My experience from working with people is that you can have a conversation with someone or have a meeting with a group of people, and from that meeting will derive an answer to a question that no individual could have ever thought of by him or herself.

If you really want to step up your team's creative thinking, take a hard look at how many people you're putting in a room together. More than three to five is probably too many.

One of the things I learned very early on was that if you cast the show correctly, and if you've created the right energy in the room, the solution is also in the room. The solution doesn't necessarily come from someone, but if everybody is working in a very steadfast and rigorous way, then everything you're looking for is in the room.

Some of my best thinking is done by others.

Meet regularly with your business team and brainstorm. Intricate business problems are mostly resolved at brainstorming sessions.

You can always work around this, that or the other, but if everybody's in there because they love it and they just want to do it the best they can, that's an ideal situation that you don't always get.

When we see something as a problem, we have to try and solve it and the best way is generally through education.

Someone who's a really good engineer is someone who's a little bit smarter than you but who also listens to you and doesn't impose agendas.

Diverse groups do best at complex problems and innovation when the facts aren't clear: each individual's perspective allows him or her to tackle challenges differently and, when stuck, rely on others' differing points of views to progress.

The reason we are here is thinking, 'What can we do to make this club a better club?' I don't want the guys to think about what the club can do for them.

I love talking to people, and I'll listen to what they have to say, and if they have ideas or something like that, I'll put you to work.

I believe in, 'I do it my way, and you do it your way, and then see what works' pattern. I think that comes with me having worked as an assistant director earlier, which I really enjoyed.

If you are trying to get people to work on a problem together, it's best if they don't know where you, as the supervisor/manager, stand on the question.

You need a group of people who will continually realize that you will run into problems, and for each you will have hundreds or thousands of ways you can approach it.

What I like best is sitting in a room together with really smart engineers thinking about a problem.

You need to listen to the people experiencing the problems, and their ideas need to crowd out the words of the 'can't be done-ers.'

My work at NASA has always been about team efforts, and so it's intrinsically about mentoring. I have been blessed with some brilliant colleagues who were able to take on huge challenges without a lot of guidance.

Having everyone get exposed to brainstorming, prototyping, thinking about a problem, that's a best practice. One of the things I love seeing is how genius people are. You'll be thinking about some area that needs improving, and then someone just comes in and gives you that little bit of energy. Free online education doesn't solve everything, but you open the window and you build on each other.

The best and most talented directors - and I think it goes for people too - are the most confident in giving room to their actors and trusting them.

Our tendency to create heroes rarely jibes with the reality that most nontrivial problems require collective solutions.

That's important to remember: it's not just a collection of great individuals but a group of people who enjoy playing in the sandbox, thoroughly enjoying collaborative problem solving.

In great teams, conflict becomes productive. The free flow of conflicting ideas is critical for creative thinking, for discovering new solutions no one individual would have come to on his own.

The key to handling problems and conflict within an organization is to keep the channels of communication wide open.