A Quote by Klay Hall

I mean, they clearly have a process of how they go about making their movies, and John Lasseter has been instrumental in implementing that process for all three studios with the Brain Trust and the way we work and the way we break stories and how it's all creative led. There are no executives in the room. So I think all of that is embraced unilaterally. But that's the first time I've heard of that.
The creative process is a very collaborative process. I know it might seem that way because so much ink is spilled and the media is obsessed with business and numbers and studios... but filmmakers don't think of it that way. We just go off and we tell our stories. It's the same torture that we adore, it's the same torture that our forefathers endured making movies in the golden era of Hollywood. So, from my perspective it's no different, I'm sure, from the men and women who I admire so much who made the earliest movies.
We usually evaluate creative process in terms of how much feeling or thinking was behind the work or how well the work was done. Isn't there any other way of appreciating the process? What if the standard of excellence was how fully present the artist was during the process?
I heard, one of my producers told me this story where like the Hollywood studios brought all these high-end consultants in to try to figure out how to improve their process and make films more efficiently, and these consultants like studied the process for years and finally came up with this report they put together about how studios can improve the efficiency of their process, and the conclusion was "have the script ready by the time you're shooting.
Well, it's not all the same, but there are a lot of parallels. I'm not sure how to answer [on psychology background], but I think when I was studying psychology I had a professor and a friend who would talk about "process" all the time. Your process, his process, the group's process. There's some carryover from that discussion to my creative work.
I really focus on process as much as anything else: process for how we evaluate players, process for how we make decisions, process even for how we hire people internally, process for how we go about integrating our scouting reports with guys watching tape in the office.
Everything in The Room, we did it the same way the big studios do it. The only difference is the budget and the actors. We put an ad in Back Stage West and in return we got almost 8,000 headshots from people who wanted to be in the film. We then do a process of selection and a rehearsal process after they are selected. The process of audition is very time consuming.
There is a whole separate filmmaking team that's doing it, but that's part of what's great about the Brain Trust and about the inspiring leadership of John Lasseter. He leaves it up to that creative group of individuals to help each other elevate each thing that they're working on to only try to make it better and to share what you've learned on the first one.
We are not born with effective vision. The human infant has to learn how to see. The eyes gather information, they transmit it to the brain, but the brain doesn't know how to process it yet. We learn how to see in a way that's very similar to the way we learn how to speak. It takes a couple of years.
I have always been convinced that the only way to get artificial intelligence to work is to do the computation in a way similar to the human brain. That is the goal I have been pursuing. We are making progress, though we still have lots to learn about how the brain actually works.
We have to accept that making movies is a never-ending process of occasional progress, frequent setbacks, and unexpected curveballs being thrown our way. Navigating that process requires stamina, curiosity, openness, and creative fire.
Since I was from the theater, that's how I learned how to go through the process of being a character. That's how I learned, and that's what I was comfortable doing. And then, the first feature films, I'm sure I was no fun because I did not want to be spontaneous in that filmic way that really can work for you.
I think grief is a huge subject; it's one of the things that everybody is going to confront in one way or another. There's been a lot of books written about how Americans have an odd way of trying to defer grief or minimize the need to grieve. People used to have a lot more ritual grief in their lives. For the most part, we think of it as a strictly temporal process: you grieve for a time and then you're over [it], but it's also a spatial process. It travels across a map.
Filmmaking is hard. I mean, it's not that hard, but it is hard to find your way through a system because there's a lot of people, there's money, there's a big machine to kind of make it - and how to find methods and processes that allow it to continue to be a lively process and a creative process.
I remember Emilio [Estevez] and I were at John's house during the rehearsal process. And John [Huges] had mentioned he wrote the first draft of Breakfast Club in a weekend. And we both at the same time went, "First draft? How many do you have?" And John said he's got four other drafts. And we go, "Can we read them?" And for the next three hours, Emilio and I read those other four drafts.
I think when you write something as standup material, it forces you to think about how you're gonna tell that story in one way, and then, when you get the opportunity to shoot it, you almost have to reframe how you go about it and rethink the entire process.
After Pixar's 2006 merger with the Walt Disney Company, its CEO, Bob Iger, asked me, chief creative officer John Lasseter, and other Pixar senior managers to help him revive Disney Animation Studios. The success of our efforts prompted me to share my thinking on how to build a sustainable creative organization.
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