Reviews
The nextpractice book: Reviews and reactions in internet and press.
From Best Practice to Next Practice
Best practice ist für fast alle Unternehmen zum Schlachtruf geworden, um im Hyperwettbewerb dieses Jahrzehnts zu überleben. Wer aber immer besser, schneller und intelligenter sein muss, stößt irgendwann an seine natürlich Grenzen. Als Folge zunehmender Kraftanstrengungen vergrößert sich die Schere zwischen Aufwand und Ertrag immer mehr, wenn es nicht gelingt, alte Zustände in eine neue Qualität zu transformieren. Der Autor Prof. Peter Kruse hat hierfür den passenden Begriff gefunden, der ihm zugleich als Titel für sein Buch 'Next Practice Erfolgreiches Management von Instabilität' dient.
- Prof. Dr. Walter Simon
CUC -
Corporate University Center
Petrified into Ruin
Panta rhei, the ancient Greeks already knew: everything flows. But today everything flows much faster. Markets change, products become outdated faster, customers are more intolerant and innovation turns to duty. Companies are simply obliged to adapt and, of course, be innovative. Face up to challenges and demands. The only constant is change and so on.
- FINANCIAL TIMES
Germany
Pharma News
The future principle is no longer "best practice", optimisation of established procedures, but "next practice", controlled change of process patterns and adaptation to new demands.
- Pharma-Marketing-Journal
5/2004, S. 177
New Books on the Subject of Change Management
The objective of Peter Kruse's book "nextpractice - Successful Management of Instability" is professional support of practicians during change processes.
- managerSeminare
Nov./Dez. 2004, S.34
Books
In the end, the author banks on the formation of intelligent networks, portraying their development by the use of theoretical and practical examples. He describes, with verve, the opportunities offered by new and collectively planned action and behaviour patterns. He is undoubtedly inquisitive about change, an infectious fundamental attitude.
- Personal
Heft 09/2004
Recommended Books on the Central Theme
HR Tomorrow
Kruse does not just leave it there by explaining and illustrating systemic associations, he demonstrates how to manage change in keeping with company context, where to start and what to observe. In doing so, it becomes (incidentally) clear that "Change" cannot be dictated, that it can only be achieved in conjunction with the company employees.
- Wirtschaftspsychologie
aktuell
Ausgabe 3/2004
next practice - Successful Management of Instability
Change gives rise to fear in the majority of people. The crux of the matter is: We live in a era in which change dynamics have reached an unprecedented level. Anyone who swims against the tide, will, in the short or long run, be swept away. Peter Kruse makes it abundantly clear that stability packages consisting of target agreements and controlling will be of no help here...
- Trainingaktuell
Ausgabe 9/2004, S. 22
Change through Networking
In view of growing technical and economic networking, complexity and dynamics of life as a whole have increased rapidly, along with the need to abandon tendencies to carry on as usual for involvement in radical change.
However, before action is forced by external circumstances, according to the psychologist and consultant Peter Kruse, it is better to foresee or even create change.
- Personalführung
Ausgabe 7/2004, S. 61
next practice
Peter Kruse - renowned in management circles as an business psychologist and author of numerous theories on economic networking - has written an excellent book about the future of our companies entitled „Successful management of Instability".
A short summary in advance: The first part is an analysis of the perspectives and need for change within our companies on account of increased social networking. Using practical examples, the second part describes software tools with which change processes can be controlled.
- personalmanager,
Zeitschrift für Human Resources,
S. 48-49
Anyone who organizes, or is affected by, change processes should read Peter Kruse's book. At present, it should be hard to find more informative or comprehensible material on the topic. Kruse describes change as an entrepreneur and illustrates it as a scientist from the field of experimental psychology. The double tracks of practical clarity and sound theory make his book eminently readable.
- Thomas Kuby,
Deutsche Gesellschaft
für Technische
Zusammenarbeit,
Senior Policy Advisor
Seven Building Blocks towards Network Intelligence
Numerous helpful stimuli for coping with company-internal change processes can be derived from the self-organisation and chaos theory. With reference to Dr. Peter Kruse's "nextpractice" concept, "wirtschaft & weiterbildung" summarises the most important insights. Management of instability is comparable to sailing an unknown coastline.
- wirtschaft & weiterbildung
105.441 km/h fast politics
This books is about acceleration and change. „The world is moving at 105.441 km/h. Keep up!" With this quotation, Peter Kruse, neuro- and experimental psychologist, begins his interesting journey through the world of networking on our planet. Everything is networked and the fact that everything is more dynamic and complex is the price people must pay.
- politik & kommunikation
In the last few years,
systemic management has become fashionable. Any self-important person can quickly drop a few catchphrases and is immediately deemed an expert. Because –respect respect – system theory sounds difficult but intelligent and who wouldn't want to be regarded as intelligent? The good thing about it is that very few people have seriously concerned themselves with system theory. for example, this comes to light when loud-mouthed phrases such as "As many as possible should be networked with as many as possible" are uttered.
- mwonline.de
From the Amazon.de editorial department
Change is ubiquitous. The faster the outside world changes, the greater the pressure for change on the inside world of companies and institutions. However, people are not used to dealing with change, and the tendency to carry on as usual is powerful. Intuitively, the brain still tends to use established behavioural patterns. Best Practice. This may well work as long as basic conditions are stable, Peter Kruse argued, but this strategy is bound to fail if the environment changes.
- amazon.de
next practice
Success is a double-edged sword: the more successful we are, the more ingrained the underlying behavioural pattern in our brain. That's fine - as long as basic conditions do not change. Then, everyone, without exception, and more or less instinctively, tries (and so far successfully) to carry on as usual, by and large with greater intensity and tenacity
- business bestseller, selection
