oversight of all employees and operations. Teamwork is essential to creatively solving problems within the organization, and frequent, regular work critiquescultivate an air of open and honest communication. Pete Docter, director of Pixar’s 2001 film
, explains the review process for another Pixar filmhe directed, 2009’s
“The way we work at Pixar is that we have our team that’smaking the film, and we get together about every four months and show it to [the brain trust]” (Capodagli & Jackson, 2010, p. 42)This small team–only eight people in a sea of hundreds of über-talentedemployees–provides feedback that drives the direction of each feature lengthfilm, but the decisions are ultimately made by an empowered staff of artists. EdCatmull, the president of Pixar, explained in an interview after receiving theTechnical Academy Award that one has to “[t]rust the artists. Creative peopleneed to drive the innovation, not the technical people or management. Given thishigh level of trust, the creative workforce works hard to include everyone else intheir decision-making, and deliver a high quality product.” (Computer History Museum, 2005)The “Brain Trust” provides direction to the team of technical directors foreach film. TDs, as they are known in the business, are responsible for taking thestill artwork of animators and breathing life into flat celluloid. They add theshading, the movement, the scenery around the characters, the lighting andultimately make everything move. Though the scale, scope and quality of thefinished product may belie it, each Pixar film carries only eight to twenty technical directors who ultimately set the tone and direction of the film.